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Agenda 09/27/2011 Item #10A Agenda Changes Board of County Commissioners Meeting September 27, 2011 Item 9B: Vacancy for District 2 Planning Commissioner to be re-advertised and continued to a subsequent BCC Board Meeting. (Commissioner Hiller's request) Add Item 9D: Recommendation to appoint 2 Commissioners as regular members, 3 Commissioners as alternate members to the Value Adjustment Board. Per Ordinance Number 2011-17 a majority vote of the Board is required to add this document to the agenda since it was submitted following the publication of the printed agenda. (Requested by the Executive Manager of the BCe) Item 10A:Add Commissioner Hiller's evaluation of the County Manager to this agenda item. Per Ordinance Number 2011-17 a majority vote of the Board is required to add this document to the agenda since it was submitted following the publication of the printed agenda. Continue Item 10D to the October 11. 2011 BCC Meeting: Recommendation to approve and ratify staffs unauthorized Zero Dollar Time Extension Change Order for Professional Engineering Services with Atkins North America, Inc. (previously known as PBS&J) to Work Order No. 4500100227 in order to process final invoice for work completed for "Clam Pass/Bay Estuary," ratify staffs unauthorized action of request for services, and then make a finding of quantum meruit based on the value of the benefit received. (County Attorney's request) Move Item 10L to 16A16: Recommendation to approve the Ribbon Cutting Ceremony for the new Transit Route between Collier County and Lee County to be known as the "LinC" and to authorize the Chairman to sign all applicable agreements associated with use of private property for the event scheduled for October 6, 2011. (Commissioner Henning's request) Item llA: Add Commissioner Hiller's evaluation of the County Attorney to this agenda item. Per Ordinance Number 2011-17 a majority vote of the Board is required to add this document to the agenda since it was submitted following the publication of the printed agenda. Item 13Al: Add Commissioner Hiller's evaluation of the Airport Authority Executive Director to this agenda item. Per Ordinance Number 2011-17 a majority vote of the Board is required to add this document to the agenda since it was submitted following the publication of the printed agenda. Withdraw Item 16Al0: Recommendation to approve Request for Reimbursement as an exception to the County Manager Agency Organization Code ("CMA") # 5346, Reimbursement of Relocation Expenses in the amount of $8,666.67, for Anthony Khawaja, Engineer of Traffic Operations for the Growth Management Division. (Staffs request. Need/or additional review o/back-up materials) Move Item 16A15 to Item 10M: Recommendation to direct the County Manager or his designee to amend the Collier County Land Development Code (LDC) and Right-of-Way Ordinance in regards to storage containers, Planned Unit Development (PUD) Annual Monitoring Reports, specific standards for the location of accessory buildings and structure provisions to include Personal Storage Containers (PODS), number of dogs allowed in residential districts, and exceptions to a Right-of-Way (ROW) permit meeting specific criteria. (Commissioner Hiller's request) Move Item 16Bl to Item 13Bl: Recommendation that the Collier County Community Redevelopment Agency (CRA) approves and executes an amendment to the employment agreement between the CRA and David L. Jackson, the Bayshore Gateway Triangle CRA Executive Director, extending the term of employment four years and modifying severance terms, and authorize the CRA Chairman to sign. (Commissioner Hiller's request) Move Item 16D9 to Item 10N: Recommendation to approve a budget amendment recognizing $284,110.45 in revenue generated as program income when conveying property acquired through the Neighborhood Stabilization Program. (Fiscal impact $284,110.45) (Commissioner Hiller's request) Continue Item 16E2 to the October 11. 2011 BCC Meeting: Recommendation to approve a Revenue Commitment Contract with Naples News Media Group to receive discounted pricing on advertising. (Staffs request to clarify the language in the recommendation section o/the executive summary.) Continue Item 16F5 to the October 11. 2011 BCC Meeting: Recommendation to approve the Fiscal Year 2012 Strategic Plan for the Naples Marco Island, Everglades Convention & Visitors Bureau (CVB). (Staffs request) Add Item 16H2: Proclamation recognizing the heroic actions of Chokoloskee resident Dwain Daniels when he rescued ninety-year old Margaret Webb who was being attacked by an alligator. The Proclamation designates September 24, 2011 as "Dwain Daniels Day". Per Ordinance Number 2011- 17 a majority vote of the Board is required to add this document to the agenda since it was submitted following the publication ofthe printed agenda. Sponsored by Commissioner Henning. Time Certain Items: Item 101 to be heard at 11:00 a.m. ~ Items 8B and 17 A requires that ex parte disclosure be provided by Commission members. Should a hearing be held on this item, all participants are required to be sworn in. Item 16B3 fiscal impact should read: Of the $400,00.00 $400,000.00 in the FY-2011 budget, $384,965.94 has been awarded by the CRA Board and $15,034.06 remains. (Commissioner Fiala's request) Item 16C3: The work order made part of the agenda back-up is dated September 2, 2011. The County Attorney's Office has requested that this date be changed to the BCC approval date, September 27, 2011, if this item is approved by the Board. Item 16G2: The date referenced for the event is incorrect. The first event for the 38th Annual Sun-n- Fly Event in Lakeland Florida is scheduled for March 27 through April 1, 2012. 9/27/2011 9:43 AM 9/27/2011 Item 10.A. ,...-...... EXECUTIVE SUMMARY RECOMMENDATION TO COMPLETE THE ANNUAL PERFORMANCE APPRAISAL FOR THE COUNTY MANAGER OBJECTIVE: To complete the annual performance appraisal for the County Manager. CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In order to assure that his work performance is coordinated with the direction of the full Board, an annual appraisal is conducted. An annual work plan (Action Plan) was developed. The County Manager has provided a commentary and self-appraisal as a starting point for this year's appraisal. He has met individual.ly (when required) with each Board member to discuss the past year's performance to determine what elements Board members recommend or direct to be performed better or differently and what aspects of the office operation were done well. A compilation of the Commissioners' evaluations is included. The County Manager Employment Agreement provides that on the date general wage adjustments are granted generally to Collier County employees, the County Manager's base salary shall be modified to ~, reflect the general wage adjustment granted to other County employees. Merit pay is also available if the Board feels that the County Manager has "met" or lIexceeded" the Board's expectations. Meritpay can be awarded from 3% (minimum) to a 10% (maximum). By the existing contract, all such merit adjustments shall be "included in the Manager's base salary. However, to be consistent with the adopted FY2011 budget guidance, the County Manager voluntarily requests that no merit pay be considered. FISCAL IMPACT: Funding for the Manager's salary is available in his office budget. GROWTH MANAGEMENT IMPACT: item. There is no growth management impact associated with this RECOMMENDATION; That the Board of County Commissioners complete the annual performance appraisal process for the County Manager. Prepared by: leo E. Ochs, Jr., County Manager ~. Packet Page -237- 9/27/2011 Item 10.A. ~ COLLIER COUNTY Board of County Commissioners Item Number: Item Summary: County Manager. Meeting Date: 10.A. Recommendation to complete the Annual Performance Appraisal for the {Leo E. Dchs, Jr., County Manager} 9/27/2011 Prepared By Name: BrockMaryJo Title: Executive Secretary to County Manager, CMO 9/20/2011 4:35:40 PM Submitted by ..-. Title: Executive Secretary to County Manager, CMO Name: BrockMaryJo 9/20/201 1 4:35:42 PM Approved By Name: OchsLeo Title: County Manager Date: 9/21/201] 6:03:0] PM ,,-. Packet Page -238- 9/27/2011 Item 10.A. Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRAlappraisal form. ,,-. Score 1 Below Standards 2 Meets Standards 3 Exceeds Standards Result · Some improvements and/or early good performance levels in a few areas · Results not reported for many to most areas of importance to the organization's key business requirements · Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements · No pattern of adverse trends and no poor performance levels in areas of importance to the organization's key business requirements · Some trends and/or current performance levels--evaluated against relevant comparisons and/or benchmarks--show areas of strength and/or good to very good relative perfonnance levels · Business results address most key customer, market, and process requirements · Current performance is excellent in most areas of importance to the organization's key business requirements · Excellent improvement trends and/or sustained excellent perfonnance ]evels in most areas · Evidence of industry and benchmark leadership demonstrated in many areas · Business results fully address key customer, market. process, and action plan requirements .~ I [ , Final "'eeds 1m prO\TlnCn! \1 eets Expectations Exceeds Expectations Standard I Rating Scale 1.00 - 1.66 1.67 - 2.33 I 2.34 - 3.00 ,,-. Packet Page -239- 9/27/2011 Item 10.A. ~ The following areas of Communications; Leadership/Organizational Direction; Personnel Management support the Strategic Focus Area 6 - Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. ,,-., Comm. Comm. Comm. Comm. Comm. COMMUNICATIONS Fiala Hiller Henning Covle Coletta C.1 (Internal) The County Manager 2.00 2.00 3.00 3.00 will be expected to provide the BCC with timely and accurate responses to requests for infonnation, as well as, coordinating drafts for plans, fees and controversial ordinances with the BCC members before the infon1lation goes public. C.2 (External) The County Manager 2.50 2.00 3.00 3.00 will be expected to provide information to the public through a minimum of one speaking engagement per month on average, as well as, developing new means to provide infonnation to the public regarding County information. C.3 (External) The County Manager 3.00 2.00 3.00 3.00 will be expected to ensure that the organization has systems in place to ensure that the genera] public IS responded to in a timely and accurate manner. Also. Improve Public Re]ations by providing more I I understandable and complete I. r" . I ' 1" I I I 11ilOrmatlon to t,1C PLl~)JIC. I I ! J COl1lll1. COl11l11. C Olllm. Comlll. ComI11. Fiala Hiller Hellllinn Coyle Coletta to L.1 The County Manager will ensure 2.00 2.00 1.50 3.00 that there is a clear direction that is communicated throughout the or anization. L.2 The County Manager will ensure 2.50 2.00 3.00 3.00 that all executive summary reports provided to the Board have specific and clear recommendations. L.3 The County Manager will provide 2.50 2.00 3.00 3.00 opportunities for the Board of County Commissioners to discuss and set proactive policy direction on key ---, commUnI Issues. Packet Page -240- 9/27/2011 Item 10.A. PERSONNEL MANAGEMENT Comm. Comm. Comm. Comm. Comm. Fiala Hill er Henning Coyle Coletta P.1 The County Manager will ensure 3.00 2.00 3.00 2.50 that the County follows the Board's established policies for the hiring and management of its employees. P.2 The County Manager will provide 3.00 2.00 2.50 3.00 to the Board an annual pay plan as part of the budget that will provide for an organized means for salary administration. ~ The following area of Growth Management supports Strategic Focus Areas SFA. 1. Quality of Place- To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management - To responsibly plan and manage community growth, development, redevelopment, and protect the natural environment and SFA. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. GROWTH MANAGEMENT G.1 The County Manager will ensure that the Land Development Code (LDC) IS responsive to community needs and consistently applied. The BCC will provide guidance to the staff to these ends. Complete development of an Administrative Code. G.2 The County Manager wil] conl1nue to implement measures to improve customer service in Gn.\vth 1\1anagc11lcllt Division (CJNiD). Expected OLllcome is 10 get permits and development review items back to the customer within established standards, and to reduce the number of repetitive reviews. G.3 The County Manager will provide staff coordination through a series of citizen committees to study and implement numerous community planning initiatives. G.4 The County Manager will prepare for adoption of a financially feasible Annual Update and Inventory Report (AUlR) and amendment of the Capital Improvement Element (CIE) of the GMP with the CIE found In compliance by the Florida Department of Community Affairs (DCA). Comm. Fiala 3.00 Comm. Hiller Comm. Henning 2.00 Comm. Coyle 3.00 Comm. Coletta 2.90 ~ 3.00 2.00 3.00 3.00 2.50 2.00 3.00 3.00 2.50 2.00 3.00 3.00 ~ Packet Page -241- 9/27/2011 Item 10.A. ~ The following areas of Capital Project and Financial Management support Strategic Focus Areas SFA.1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 4. Infrastructure and Capital Asset Management - To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future; and SF A. 6. Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. ,,-. CAPITAL PROJECT MANAGEMENT Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta CP.1 The County Manager will provide a capital budget that 3.00 2.00 3.00 . 3.00 will clearly describe the capital projects proposed for the following fiscal year along with the proposed means for funding such projects. CP.2 The County Manager will provide regular updates to 3.00 2.00 3.00 3.00 the County Commission on key capital projects in a manner which is easy to understand and time1v. CP.3 The County Manager will ensure that for each key 3.00 2.00 1.50 3.00 capital project that there is clearly established responsibility, budgets and schedules for each. The Manager will also implement business processes that will control costs and cost overruns. Comm. Comm. Comm. Comm. Comm. FINANCIAL T\1ANAGEIVTENT Fiala Hiller Henning Coyle Coletta P.l The County Manaaer will present an opportun i ty 3.00 2.00 3.00 3.00 b annually. prior to the development of the annual budget, for the County Commission to have a policy level discussion I I I rCi:'ardinQ thc ncxt year's annual budget. F.2 The County Manager will develop an annual budget that 3.00 2.00 I 3.00 3.00 I I will bc presented to the County Commission in workshop format and then again in accordance with statute for public palii ci patiol1 through a senes of two separate public hearings. F.3 The County Manager will present a budget for FY12 that 3.00 2.00 3.00 3.00 will be in keeping with State mandated property tax reforms and meets BCC guidance. FA The County Manager will provide annual updates of user 3.00 2.00 3.00 3.00 fees and other non-Ad Valorem revenue, I.e. impact fees, grants, etc. F.5 The County Manager will work cooperatively with the 3.00 2.00 3.00 3.00 Clerk of Courts on the preparation of the CAFR and respond promptly and thoroughly to any issues raised by the external auditors. ~ Packet Page -242- 9/27/2011 Item 10.A. Goals for Fiscal Year 2011 : As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the annual evaluation weight. -.. 1. Execution of the County's 10 Year Strategic Plan. Continue execution of the County's 10-Year Strategic Plan and alignment of the entire County ManagerlBCC Agency organization around that plan by integrating multi-year business plans, annual operational work plans and individual performance goals and objectives. Develop a system of integrated strategic, operational and budget planning with related perfonnance measurements. Conduct an annual or bi-annual BCC Strategic Planning Workshop. Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 2.50 2.00 3.00 3.00 2. Long Range Planning. Continue to develop and execute a variety of long range planning initiatives including the following: · Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011. · Complete the Master Mobility Plan by September 2011. ~ · Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by January 2011. e Complete the Long Range TranspoI1ation Plan Update by January 2011. OJ Develop a Surface Water rviaster Plan that integrates the results of the \Vatershed Managemcnt Plan. Flood Plain Managemcnt Plan and Storm Water Managcment Plan by February 2011. .. Complcte the 20] 0 Census and bring redistricting options/maps to the BCC in late summer 2011. Goals for FY20l1 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 3.00 3.00 2.50 3.00 ,,-. Packet Page -243- 9/27/2011 Item 1 a.A. ,,-.. 3. Improved use of technology and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency-wide electronic document/records management system. Develop additional opportunities to transact business w/customers on-line. Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 2.50 2.00 2.50 2.10 4. Succession Planning. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross-training, employee development, and succession planning endeavors. Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Covle Coletta 2.50 2.00 2.50 3.00 ,.-.... . 5. Continued development of the Federal and State Le!!islative Programs. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. Goals for FY20 1 ] 3.00 Comm. Coletta 3.00 6. Successful capital proiect mana!!ement. FY 1 I will see a relatively modest capita] construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects ofInterest: . Collier Boulevard from Davis Boulevard to Golden Gate Main Canal . Oil Well Road Multi-Laning . Davis Boulevard from Collier Boulevard to Radio Road . Obtain approval from the FHW A and FDOT of Interchange Justification Report (UR) for Everglades Boulevard Interchange at 1-75 ,,-.. . North County Water Reclamation Facility Alignment Project Packet Page -244- 9/27/2011 Item 10.A. .-. · North Collier Regional Water Treatment Plant Water Quality Sustainability Project · Landfill Gas to Energy Project · North Collier Recycling Center Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 3.00 2.00 3.00 3.00 B. Other Significant County Projects: · FPL and Collier Boulevard Greenway Projects · Lely Area Stonn Water Improvement Project (LASIP) · Design and pern1itting for pennanent Transfer Station construction at Collier County Government Center · Naples Depot Renovation .-. · Bluebill A venue Public Beach Access, Restrooms and Intersection Improvements · Gordon River Greenway e; Wiggins Clnd Cla111 Pass Dredging ., !vi argood PClrk · Bayview Boat Park · Immokalee South Park Goals for FY20 11 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 2.00 2.00 2.50 3.00 ~ Packet Page -245- 9/27/2011 Item 10.A. .--.. 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process . Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 2011. . Complete and field the first phase of electronic plan submittal and reviews no later than January 2011. . Implement credit card payment system in GMD no later than January 2011. Goals for FY201l Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 2.50 2.00 2.50 3.00 B. Grant Program Management - Continue efforts to improve all aspects of County grant program management through consolidation of resources and centralized administration of acquisition, compliance, accounting and reporting requirements. --- Goals for FY2011 Comm. Fiala 2.50 Comm. Hiller COI11I11. Coletta 3.00 C. Continue to refine and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro- Too]s) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 2.00 2.30 2.50 3.00 .--.. Packet Page -246- 9/27/2011 Item 10.A. ,,-. D. Improve emergency preparedness planning and response capabilities. · Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. · Continue efforts to build our emergency management program in a fashion so as to meet or exceed national requirements for accreditation under the National Emergency Management Accreditation Program and National Fire Protection Association (NFPA)- Standard 1600. · Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances. · Continue efforts to address the ALS/BLS delivery system studies in conjunction with the Board of County Commissioners and the Blue Ribbon Task Force recommendations. · Evaluate cost-benefit of contracting with local hospital systems for inter-facility transports. · Prepare ambulance fee update study. Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 2.00 2.50 2.50 3.00 -- E. Asset Management - Continue effOlis to implement an automated system to record and track the location, type. condition, value and useful life of County infrastructure and assets. Goals for FY2011 C 0111111. Camlll. I COIllIll. Com1l1. C0111m. Fiala Hiller Henning Coyle Coletta 2.00 2.00 1.50 3.00 F. Business Process and Perf01111anCe Improvements. · Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly repOliing approach to improve visibility of existing and improved inte111al controls. XCEL is an inte111al control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of inte111al controls. · Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. -- Packet Page -247- 9/27/2011 Item 10.A. ~ Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Covle Coletta 2.50 2.00 2.00 3.00 G. Energy Management & Conservation - continue efforts to reduce energy consumption and promote a sustainable environment. . Continue aggressive management and execution of the Energy Efficiency Conservation Block Grant (EECBG) program. . Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county property owners to make energy efficiency and wind resistance improvements to their homes with loans repaid as special non-ad valorem assessments of their property tax bill. . Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Covle Coletta 2.00 2.00 2.00 3.00 ~ H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. . Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include. enforcement of abandoned properties and implementation of the BCC-approved foreclosure initiatives. ( Promote the purchase. rc'novation and resale of abandoned and foreclosed properties to qualinec1 buyers. Goals for FY201l COI11I11. COI11I11. Coml11. COI11I11. COl11111. Fiala Hiller Henning Coyle Coletta 1.00 .50 1.00 3.00 ---. 1. Actively Monitor the Impact to Tourism resulting from the infusion of additional adveliising funds because of the declared 'Economi c Emergency'. . Attain Return on Investment from advertising and promotion at an average of $17 for each $1 spent. . Grow year-round hotel occupancy levels to 72%. . Develop a plan to increase the athletic/sporting event market in the County. . Coordinate stakeholder input regarding potential reallocation of TDC revenues and present findings to BCC in a workshop by end of November 201 I. Packet Page -248- 9/27/2011 Item 10.A. Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 3.00 3.00 2.00 3.00 ,-.. J. Business and Economic Development · Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. · Develop a plan to improve the competitiveness of the County's economic incentive programs. · Develop a modified Fast Track Permitting process. · Work with the EDC to explore opportunities to improve the results and accountability of the public /private partnership. Goals for FY2011 Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta 2.00 2.50 2.00 2.90 ,,-. ~ Packet Page -249- r-" ~, ~ 9/27/2011 Item 10.A. Tally Sheet Comm. Comm. Comm. Comm. Comm. Fiala Hiller Hennin!! Covle Coletta Communications, Leadership/Organization 2.78 2.00 2.83 2.97 Direction, Personnel Management, Growth Management, Capital Project Management, and Financial Management (40%) Goals for FY2012 Grade (60%) 2.32 2.11 2.26 2.94 Average Grade/Commissioner 2.55 2.05 2.54 2.96 Overall Average Grade 2.50 Packet Page -250- 9/27/2011 Item 10.A. Commissioner Fiala District 1 -., -., Packet Page -251- ,...-. ~, f 9/27120111tem 10A CoJt!t~ ~l1.ty - '- - Office of the County Manager Date: September 1,2011 RECEIVED V,/ SEP 0 1 Z011 Board of County CornrDuIOrWn MEMORANDUM Subject: Board of County Commissioners Leo E. Ochs, Jr., County Manage;;;f ~"'W4~ . . . FY2011 Performance Review ': To: From: ~ Consistent with the requirements of my employment agreement, please find enclosed my Self Appraisal for fiscal year 2011. It has been a year of significant change and difficult challenges for our organization. but I believe with your support and the tremendous work of our dedicated staff, much was accomplished. '~ Please return your graded packets to me on or before September 19, so that I may consolidate the grades for presentation at the September 27, 2011 Soard meeting. If you would like to meet to discuss your rating, please let me know and I'll make the arrangements. In keeping with our past practice during these difficult budget conditions, I will decline any merit payor base salary adjustment to stay consistent with the restrictions applied to the rest of the County work force. Thank you for granting me the privilege of serving as your County Manager. ~i~ Packet Page -252- .= - . . . 9/27/2011 Item 10.A. FY2011 Action Plan Leo E. Dchs, Jr., County Manager The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. He is by ordinance to provide leadership for the day-to-day operations of the employees of the Board of County Commissioners. The following Action Plan is developed in an effort to provide clear expectations for the County Manager for the period from October 2010 through September 2011. The Action plan is based on the broad areas generally expected to be performed by the Executive Officer, including: communications, leadership, organizational direction, financial oversight, personnel, growth and capital project management. This part of the action plan represents 40% of the annual evaluation weight. Each Goal for the fiscal year will also be evaluated and will represent the remaining 60% of the annual evaluation weight. These areas are further categorized as to their pertinence and support of the FY 10 Strategic Focus Areas (SF A) and their Goals for Collier County that are enumerated below: It is Collier County's Vision - To Strive to be the Best Community in America to Live, Work, and Play. From this Vision flows the statement of our County's Mission - To Deliver High Quality, Best-Value, Public Services, Programs, and Facilities to Our Residents and VISitors. The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals: SF A. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SF A. 2. Growth Management - To responsibly plan and manage community gro\\1:h, development and redevelopment, and protect the natural environment. SFA. 3. Community Health, Wellness and Human Services - To improve the quality of life and promote personal self-reliance and independence. SF A. 4. Infrastructure and Capital Asset Management- To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future. SFA. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. SF A. 6. Governance - To sustain public trust and confidence in County government through sound public policy, professional management, and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. 2 Packet Page -253- ----- ,,-. ,,-..... . ......"""'" 9/27/2011 Item 10.A. r-.. - Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRAlappraisal form. Score Result 1 Below Standards . Some improvements and/or early good performance levels in a few areas . Results not reported for many to most areas of importance to the organization's key business requirements 2 Meets Standards . Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements . No pattern of adverse trends and no poor performance levels in areas of importance to the organization's key business requirements . Some trends and/or current performance levels--eva1uated against relevant comparisons and/or benchmarks--show areas of strength and/or good to very good relative performance levels . Business results address most key customer, market, and process requirements . 3 Exceeds . C' Standards . . Current performance is excellent in most areas of importance to the organization's key business requirements Excellent improvement trends and/or sustained excellent performance levels in most areas Evidence of industry and benchmark leadership demonstrated in many areas Business results fully address key customer, market, process, and action plan requirements 1.67 - 2.33 Exceeds Expectations I I I 2.34~3.00 l Final Stllndard Rating I' Needs Improvement Scale I 1.00 - 1.66 Meets Expectations '" 3 Packet Page -254- '. 1 . e . I I '- 9/27/2011 Item 10.A. Honorable Board of County Commissioners: I'm pleased to present to you the accomplishments achieved under the County Manager's FY2011 Action Plan. This past year has again been an exceptionally challenging and rewarding year for County government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer expectations, County staff has continued to deliver high-quality, best-value services, programs and facilities to our residents and visitors, as detailed throughout this Action Plan report. I lead a first- rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and developing a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency's vision of becoming the best community in America to live, work and visit. While every area of this performance report has received specific attention during this review period, the following important issues received my highest attention and priority this past year. Budget and Financial Management The Board once again set rigorous budget guidance for FY 2012 requiring no increase in property tax rates, despite a 5% average reduction in taxable property values County- wide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in operating hours and no planned layoffs or furloughs in FY 2012. In addition, staff maintained a fully funded and policy compliant debt management program and maximized opportunities to stabilize and lower debt service costs. Despite additional reductions in ad valorem general fund revenues in FY 2012, staff was able to increase the fund's reserve position by approximately $4M and achieve the 2.5% contingency reserve policy objective established in budget guidance. Finally, the Board received a favorable year ending FY 2010 Consolidated Annual Financial Report with fewer findings than the previous audit period. ~ Economic Recoverv and Business Development With Board support and endorsement, staff has continued the efforts begun last year to establish a more customer focused business and regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Significant progress has been made in processing building permit applications and land use reviews, streamlining regulations and managing costs. Staff has also worked closely with the Economic Development Council, Chamber of Commerce and community business leaders to evaluate and develop alternatives to the current public-private partnership formed to promote business and economic development. Concepts and recommendations will be presented for BCC consideration at the September 23, 2011 EDC workshop. ~ Packet Page -255- .. r-... e r-- ~ ~ 9/27/2011 Item 10.A. OrQanizational Effectiveness and Accountability I have continued to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and satisfy our customers' reasonable expectations. We have integrated performance measurement and benchmarking into our strategic, operational and budget planning efforts. We continue to implement business process improvement initiatives in an effort to eliminate waste and improve the quality of our services. We continue to conduct formal assessments of our business risks and make efforts to improve our financial and operational accountability. We strive to be a self-initiating, self-correcting organization that takes proactive measures to avoid mistakes and, when mistakes occur, moves decisively to implement corrective measures and procedures to avoid similar problems in the future. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to provide best-value services and programs in these very challenging times. Packet Page -256- --- 9/27/2011 Item 10.A. . -.. The following areas of Communications; Leadership/Organizational Direction; Personnel Management support the Strategic Focus Area 6 - Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. COMMUNICATIONS Below Standard 1 Meets Exceeds Standard Standard 2 3 I C.1 (Internal) The County Manager will be expected to provide the BCC with timely and accurate responses to requests for information, as well as, coordinating drafts for plans, fees and controversial ordinances with the BCC members before the information oes ublic. RESULTS: Staff responses to BCC inquiries have been timely, accurate and thorough, with very few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with each Commissioner, which are also used to provide regular updates on items of specific interest. In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal meetings, telephone contacts and e-mail communications. Concerted effort has been made to provide timely notifications, read-ahead material, and advanced briefin s on all hi h rofile u comin a enda items and media issues. C.2 (External) The County Manager will be expected to provide information to the public through a minimum of one speaking engagement per month on average, as well as, developing new means to provide information to the ublic re ardin Coun information. RESULTS: The County Manager has spoken at 16 public engagements during the past year including local TV and radio news programs, business and industry associations, civic and homeowner associations and numerous service clubs. ). I ;Zz '!i t In addition to the more conventional methods of public information, Twitter', Facebook and YouTube accounts for the County IVfanageI"s Agency were launched in the past year _ expanding the communication channels used to provide information to residents and visitors. The County web site continues to be an informative, accessible and useful site for thousands of visitors each month who are seeking information about County services and programs. A mobile version of the county website compatible with smart-phones has been established. Web site streaming video has been made compatible for Mac users. Staff continues to explore the use of other mobile technologies as part of an evolving customer service strate . C.3 (External) The County Manager will be expected to ensure that the organization has systems in place to 3 ensure that the general public is responded to in a timely and accurate manner. Also, improve Public Relations by providing more understandable and complete information to the ublic. RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable method for intake of constituent service requests and complaints, as well as a useful tool for tracking these items to completion and reporting results. 323 AIMS issues were recorded, mana ed and resolved thru Au ust 31, 2011. For FY 2011, res onse rates for ~. ;~ .~ 4 Packet Page -257- r- -- ~ " 9/27/2011 Item 10.A. constituent contact on/before five business days is 99%, while response rates for issues closed onlbefore five business days is 83%. More than 700 news releases/meeting notices are issued annually. The Citizen Liaison continues to process all non-personnel public records requests in an accurate and timely fashion. 199 public records requests were processed in FY 11, through June 30. 215 were processed in FY 2010. Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between 800-1000 hours of live meetings annually, including several off-site meetings. Recent special programming included hurricane and wildfire preparedness, FEMA flood map information, and a series of videos produced for the Public Utilities Division, along with 26 new episodes of the County's pet adoption program. LEADERSHIP! ORGANIZATIONAL DIRECTION Below Meets Exceeds Standard Standard Standard 1 2 3 ~1j7"J r' Jl.-l.4.lcd.. ';J... 1:iP ;y . (I' - j C4-td( ?:-. A~~_ k L 1"'--7_' ~ ~/~' 2 L.l The County Manager will ensure that there is a clear direction that is communicated throughout the or anization. RESULTS: A clearly defined, formally established organization structure and management chain of command is used to communicate operational objectives, policy directives and routine business information to the County workforce. Major program and service goals and objectives are aligned around the Board's strategic plan and Division five year business plans, which are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result areas. Regularly scheduled Division staff meetings have been held with attendance and input of staff from the Clerk of I Courts, County Attorney, CRA & Airport Directors. 1 ! I try to engage ill as much direct interaction with County staff as possible, participating ( IftJcM regularly in events like our neVi' employee orientation sessions, senrice award breakfasts,~ l-!YJ.--c2AL / -0 ( semi-annual senior management retreats and informal field visits to each operating division O~-z;-d 'i:J tA.w . at least once each year. I also continue to use the employee newsletter and the e-mail system (J- to communicate with our workforce. ,/ L.2 The County Manager will ensure that all executive summary reports provided to the Board have specific and clear recommendations. RESULTS: Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. We also continue to seek ways to make the entire agenda preparation and review process easier, faster and more convenient for the BCC, staff and public to use and access. In that regard, the County's new automated agenda system, "Agenda Central" went live in earl FY 2011. L.3 The County Manager will provide opportunities for the Board of County Commissioners to discuss and set proactive olic direction on ke communi issues. RESULTS: Six workshops were held in FY 2011 giving the Board many opportunities to discuss ke communi issues. Worksho s with both the Na les Ci Council and the . fA ;1 A 5 Packet Page -258- e e . 9/27/2011 Item 10.A. District School Board provided elected officials opportunities to review important public policy and senrice level issues. The Strategic Planning Workshop held on March 11,2011 provided an opportunity to confirm and. update important areas of public policy and senrice standards. The EDC Workshop held the same day gave the Board of County Commissioners a forum to discuss and debate strategies and plans for the pressing economic & business issues currently facing our community. The BCC continued to be actively involved with state and federal issues, working in collaboration with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and Washington D.C. ~)0c4. c." . Below Meets Exceeds ' . I. JI ~ .,/ ~m Standard Standard Standard ~. -!: - -A.'. IIf'1'-I'I- P.l The County Manager will ensure that the County follows 1 2 3 ~ ~ the Board's established policies for the hiring and management J ;-;.;. ; !,J.~JJn! of its em 10 ees. () 77J'tt "'-r r"r 0- RESULTS: The County Manager's Office, in frequent consultation with the HR Department and the County Attorney's Office, actively manages the compensation and personnel management system, focusing on compliance with all relevant employment and labor laws and county policies. Several updates to agency policies and procedures were completed in the past year. The HR Department maintained its employee recognition program, increased its in-h~use ~~ trainin offenn s, and continues to rovide ta eted and com rehensive HR semces. ., t.4 P.2 The County Manager will provide to the Board an annual . ." ...L pay plan as part of the budget that will provide for an 3;t'l-C ,/l~ IF " or anized means for sal administration. ~-/; It. JU-l..1' RESULTS: Again this year, the Human Resources Department conducted the annual;? ~ ~ ~ compensation and benchmarking survey with in-house resources. The study revealed that If . J-' i the County's compensation plan is generally competitive with equally sized and situated M"" )h.,~~.4Jn . agencies. The FYII Compensation Plan, with no adjustments to pay ranges, was approved I by the Bee on September 28, 2010. The HR Department win submit the FY12 Pay Plan for Bee a roval at its Se tember 27.1011 meetin2. PERSONNEL MANAGEMENT The following area of Growth Management supports Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SF A. 2. Growth Management - To responsibly plan and manage community growth, development, redevelopment, and protect the natural environment and SF A. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. ~ 6 Packet Page -259- ~ w r ~ 9/27/2011 Item 10.A. GROWTH MANAGEMENT Below Standard 1 Meets Exceeds Standard Standard 2 3 ~~ph"'~ ~ n f~-vr ~J , ~~? ~~ctf r' ~' ~r~ \ of . \ 1 . . ~ G.1 The County Manager will ensure that the Land Development Code (LDC) is responsive to community . ~ needs and consistently applied. The BCC will provide ./ guidance to the staff to these ends. Complete development of an Administrative Code. RESULTS: The proposed new Administrative Code is expected to be delivered to the Development Services Advisory Committee (DSAC) and the Collier County Planning Commission (CCPC) by October 2011 for their review and recommendations, with BCC review and approval scheduled for the end of calendar year 2011. Staff is also preparing recommended LDC updates and a draft administrative review process for routine approvals, minor deviations to the LDC and minor amendments to PUDs. Staff briefed the BCC on this effort on June 28, 2011. G.2 The County Manager will continue to implement measures to improve customer service in Growth Management Division (GMD). Expected outcome is to get .'JJ permits and development review items back to the / customer within established standards, and to reduce the number of repetitive reviews. RESULTS: In January 2010, the Growth Management Division's (GMD) Business Center and Client Services sections were formed to address and remove redundant business processes by combining similar land use and building permit functions. As a result of this business initiative, staff was able to deliver more responsive and personalized service to their customers and significantly decrease overhead and operational costs. In June 2010, the GMD revised the building permit application and review process, reducing the required number of plan sets and the total number of days to review building plans. Tracking data on these reviews has documented that reviews are meeting or exceeding established standards and no refunds for untimely reviews have been issued. Additional value added services implemented this year include an electronic plan submittal and review option and a credit card payment option for clients. Customer and industry feedback to the changes implemented to date have been very positive. G.3 The County Manager will provide staff coordination through a series of citizen committees to study and 1 1/: implement numerous community planning initiatives. r Iv RESULTS: Staff provides administrative and technical support to a variety of on-going community planning initiatives including the following: Citizens Advisory Committee (CAC), Technical Advisory Committee (TAC), Pathway Advisory Committee (pAC), Development Services Advisory Committee (DSAC), Environmental Advisory Council (EAC), Historical and Archaeological Advisory Board, Productivity Committee, Flood Plain Management Committee (FPMC), Community Traffic Safety Team, Master Mobility Plan citizen stakeholders, East of 951 Horizon Committee, Civic Associations, MPO meetin2S, MSTU Boards, Local Coordinatine; Board (LCB). 7 Packet Page -260- . e . 9/27/2011 Item 10.A. GA The County Manager will prepare for adoption of a financially feasible Annual Update and Inventory Report (ADIR) and amendment of the Capital Improvement Element (CIE) of the GMP with the CIE found in compliance by the Florida Department of Community Affairs DCA). RESULTS:'The 2010 AUIR/CIE was approved by the BCC on November 10, 2010. After a number of modifications, the DCA accepted the CIE on April 11, 2011. The 2011 AUIR/CIE is on schedule to be reviewed and approved by the CCPC by October 31,2011 with the BCC scheduled for a roval at as ecial November 15,2011 hearin . .-. The following areas of Capital Project and Financial Management support Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SF A. 4. Infrastructure and Capital Asset Management - To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future; and SFA. 6. Governance- To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. CAPITAL PROJECT MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 CP.l The County Manager will provide a capital budget that 11 will clearly describe the capital projects proposed for the ) following fiscal year along with the proposed means for funding such proiects, RESULTS: The FY 2011 adopted budget, as well as the FY 2012 proposed budget, contains a comprehensive annual capital improvement program section which provides a detailed description of actual and anticipated capital revenue sources and expenses hy fund and project. CP.2 The County Manager will provide regular updates to .'1 the County Commission on key capital projects in a manner J which is easy to understand and timely. RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific capital projects. Combining the annual AUIR and CIE provides the Board an integrated, comprehensive review of the capital program that addresses level of service standards, specific pro_ject details and complete fundin!! olans. CP.3 The County Manager will ensure that for each key capital project that there is clearly established responsibility, .9 budgets and schedules for each. The Manager will also implement business processes that will control costs and cost overruns. RESULTS: An integrated automated tracking system continues to be utilized by all divisions to monitor project results. Agency wide systems have been implemented to standardize and improve our capital project planning, execution and administration. In addition to the imorovements made in the AUlR and caoital budo-etine Drocesses mentioned . l t~' -~ \1\ 8 Packet Page -261- -" 9/27/2011 Item 10.A. ~ earlier in tbis review, efforts to improve systems of procurement, contract management, value engineering, cbange order utilization, contractor performance compliance and regular staff trainin are on- oin . -- FINANCIAL MANAGEMENT Below Meets Exceeds Standard Standard Standard 123 ~ F.I The County Manager will present an opportunity annually, prior to the development of the annual budget, for r?l the County Commission to have a policy level discussion J regarding the next year's annual budget. RESULTS: Annually, tbe County Manager provides the BCC with recommended polices and measures to guide the development of the Collier County budget. The FY 2012 proposed budget policy was. reviewed and endorsed by tbe Productivity Committee and adopted by the Board on Februarv 22, 2011. F.2 The County Manager will develop an annual budget that will be presented to the County Commission in workshop format and then again in accordance with statute for public J participation through a series of two separate public hearings. RESULTS: The proposed FY 2012 County budget was presented to the Board during the annual workshop beld on June 16, 2011. A millage neutral proposed budget was presented and the maximum ad valorem millage rates were set on July 26, 2011. Public hearing dates in September were confirmed for September 8 and 22, 2011. F.3 The County Manager will present a budget for FYI2 that .'A will be in keeping with State mandated property tax reforms ./ and meets BCC guidance. RESULTS: In keeping with the Board's guidance, a millage neutral budget was presented resulting in a 3% reduction in tbe general fund with no significant reductions in front line services, no planned lay-offs or furloughs, no new user fees, no planned faciiity closures and ! no new position requests. Annual debt service is fuUy funded and compliant with Bee Debt I Management policy and general fund contingency reserves have been increased to comply with budget guidance. This was a significant accomplishment given the 5.1 % reduction in County wide taxable property values and the challenges presented by the local economic recession. FA The County Manager will provide annual updates of user h fees and other non-Ad Valorem revenue, i.e. impact fees, / grants, etc. RESULTS: User Fees: No new fees or increased fees were issued in FY2011, nor are any planned in FY2012. Staff will evaluate the market competitiveness of current fee structures and make any recommendations in conjunction with the FY 2013 budget policy proposal. _. Impact Fees- Impact Fee studies that commenced or were in process in FY 2010 have all been completed, with the exception of School, which is awaiting the transmittal of the School Board recommendation. Additionally, the impact fee indexing cycle for FY 2010 was completed for Community and Regional Parks and Correctional Facilities. Road Impact Fees were reduced by 42%. In October 2010, the Board approved a 50% reduction of the 9 Packet Page -262- J~' 0/ --~ ~ . e e 9/27/2011 Item 10.A. ,~ then current School Impact Fee rates, based on the School Board's recommendation. This reduction is scheduled to remain in place until October of 2012, at which time the rates will be revaluated. The current study, described above, is being completed in order to comply with local and statutory requirements for impact fees studies. Due to the timing of the adoption of the above studies and indexing, the 2011 indexing will be prepared in the fall of 2011. This indexing will include Road, Parks, Library, Government Buildings, Law Enforcement, Dependent Fire, EMS and Correctional Facilities. Required full studies scheduled for 2012 include Road, Parks and Correctional Facilities. Grants-The FYIO annual Grant Report was presented to the Board of County Commissioners on December 14,2010. In FYIO 78% of grant applications were awarded for a total award amount of $38 million. As of August 31, 2011, $39 million in grant funding has been submitted for FYll, with a success rate of 99% for those that have had a funding decision determined. Approximately $10 million of current funding requests are still pending award by grantors. The final FYll report will be presented to the BCC in November 2011. F.5 The County Manager will work cooperatively with the Clerk of Courts on the preparation of the CAFR and respond ? promptly and thoroughly to any issues raised by the external auditors. RESULTS: The year ending September 30,2010 Comprehensive Annual Financial Report (CAFR) was accepted by the Board on March 8, 2011. The County Manager's Agency works closely with the Clerk's Finance Department in reviewing audit comments and addressing any audit questions. An internal audit oversight committee consisting of representatives from both agencies has been established to help facilitate production of a thorou2h and timely annual external audit. ~ G~Es for Fiscal Year 2011: As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the annual evaluation weight. 1. Execution of the County's ]0 Year Strategic Plan. Continue execution of the County's 10- Year Strategic Plan and alignment of the entire County Manager/BCC Agency organization around that plan by integrating multi-year business plans, annual operational work plans and individual performance goals and objectives. Develop a system of integrated strategic, operational and budget planning with related performance measurements. Conduct an annual or bi-annual BCC Strategic Planning Workshop. RESULTS: First year implementation of an integrated strategic, operating and budget planning cycle is in progress (and will be referred to as the Planning and Performance Management Lifecycle). An updated and enhanced strategic plan was approved by the BCC in March. Staff then created 5 and I year business plans and performance measures for FY 12 that are aligned to the budget. ..-...., 10 Packet Page -263- <Ii 9/27/2011 Item 10.A. ~ ~ Below Standard 1 Meets Standard 2 Exceeds Standard 3 2. Lonl!: Range Planning. Continue to develop and execute a variety of long range planning initiatives including the following: . Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011. . Completed. Adopted by the BCC on January 31, 2011, submitted to DCA on February 9, 2011 and found in compliance by DCA on April 15, 2011. . Complete the Master Mobility Plan by September 2011. . The original schedule was modified to accommodate requests for additional public involvement. The current schedule calls for submission of the draft Master Mobility Plan to the BCC in November and the final on December 13, 2011. A website has been established and 2 public stakeholder meetings have been conducted with 3 more planned in October and November. c . Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by January 2011. . Parks and Recreation brought the master plan to the Board of County Commissioners for approval on February 22, 2011. The Board of County Commissioners directed staff to create more opportunities for vetting the master plan with the public. Public meetings with the Commissioners were held on April 6, 2011 at South Regional Library and April 7, 2011 at University Extension Office. Feedback from these public meetings along with recommendations for adoption of the Parks and Recreation Mastel' Plan are scheduled for presentation to the Board of County Commissioners at their September 13,2011 regularly scheduled meeting. . Complete the Long Range Transportation Plan Update by January 2011. . The final Plan was approved by the MPO Board on December 10, 2010. " . Develop a Surface Water Master Plan that integrates the results of the Watershed Management Plan, Flood Plain Management Plan and Stonn Water Management Plan by February 2011. . In November 2010, the BCC approved a change to the schedule to allow the public greater opportunity to provide input to the Watershed Management Plans (WMP). In order to receive as much public input as possible, staff has conducted the following meetings and presentations: EAC (7), DSAC (2), CCPC (5), General Public Meetings (8). Staff expects to bring the final recommendations to the BCC by October 31, 2011. The Floodplain Management Plan Update Report was approved by the BCe on June 14, 2011. 11 Packet Page -264- '!i . . e 9/27/2011 Item 10.A. ,--.., · Complete the 2010 Census and bring redistricting options/maps to the BCC in late summer 2011. · Staff is still on schedule to hold public hearings and submit map options to the BCC for consideration in September 2011. A Project Management Plan, proposed redistricting criteria, and hiring a consultant to provide an independent review of the process was accepted by the BCC on April 26, 2011. The School Board has agreed to use the same boundaries as the BCC. Staff completed five (5) alternative maps on July 6, 2011. Meetings with County Advisory' committees and the general public were conducted in August. This item is scheduled for presentation to the BCC on September 13, 2011. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating '1 3. Improved use of technology and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency-wide electronic document/records management system. Develop additional opportunities to transact business w/customers on-line. '\ RESIJL TS: Effor"ts continue to tr'ansact more business with cl1stomers on-line. The Airport Autbority, Communication and Customer Relations, DAS, Library, EMS, Parks, Solid Waste, Growth Management and Utility Billing Customer Service now accept credit cards for certain on-line transactions. GMD has also initiated electronic submission of applications for "single trade permits." Upgrades to the automated budget and agenda management systems were also implemented to improve efficiency. Below Standard 1 Exceeds Standard 3 \ Meets Standard 2 4. Succession Planning. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross-training, employee development, and succession planning endeavors. ~ 12 Packet Page -265- 4 ~ -. r "" 9/27/2011 Item 10.A. RESULTS: Graduated tbe first class of tbe Succession Planning program and selected candidates for tbe second group, wbo began a two year program geared at developing promising supervisors into strong management candidates. In-bouse training programs are now tbe Agency's primary source of employee development and numerous programs are offered tbrougb our HR department in subject matter ranging from management and leadersbip to communications and inter-personal skills to personal improvement to tecbnical skills. Below Standard 1 Meets Standard 2 Exceeds Standard 3 5. Continued development of the Federal and State Legislative Programs. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. RESULTS: The approved federal agenda was presented to tbe congressional delegation and agency officials during the D.C. trip in March, 2011. In May, Governor Scott signed SB 2152 which includes language that dedicates excess toll revenue from the Alligator Alley toll road to develop and operate a fire station at Mile Marker 63 to provide fire and rescue services on the Alley - a critical public safety need. Staff accompanied two commissioners to Tallabassee for FAC Legislative Day and meetings with tbe Governor, cabinet officials, and agency directors during the 2011 legislative session. The BCC set its 2012 state legislative priorities at the July 26, 2011 BCC meeting. Inelow Standard 1 I i Exceeds Standard Meets Standard 2 6. Successful capital proiect management. FY11 will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects of Interest: . Collier Boulevard from Davis Boulevard to Golden Gate Main Canal . Contract awarded to Astaldi at 6/14 BCC Meeting. Construction Engineering and Inspection (CEI) contract was awarded to Atkins on June 28,2011. Notice to Proceed (NTP) was issued to Atkins for eEl services on August 26, 2011. NTP will be issued to Astaldi to commence construction by October 1, 2011. This project has been 13 Packet Page -266- . . e It 9/27/2011 Item 10.A. combined with and is following the same construction schedule as the Davis Boulevard from Collier Boulevard to Radio Road Project (see below). . Oil Well Road Multi-Laning . Construction 60% completed. Anticipated completion by early Summer 2012 . Davis Boulevard from Collier Boulevard to Radio Road . This project has been combined with and is following the same construction schedule as the Collier Boulevard from Davis Boulevard to Golden Gate Main Canal project (see above). An advancement with reimbursement Joint Participation Agreement (JPA) with FDOT was executed and provides for FDOT to reimburse up to $20M for the combined project in ten quarterly payments beginning after July 1,2012. . Obtain approval from the FHW A and FDOT of Interchange Justification Report (IJR) for Everglades Boulevard Interchange at 1-75 . Draft of IJR to be completed by December 30, 2011 . North County Water Reclamation Facility Alignment Project . All aeration basin repair and replacement work is complete. All odor control work is complete. Bleach facility upgrades are complete. Both pond linings are complete. Substantial completion was the end of August 2011. Final completion is slated for the end of November 2011. C> North Collier Regional Water Treatment Plant Water Quality Sustainability Project f) Degasifier units 1 and 2 placed into sCI"Vice in December 2010. Degasifier units 3 and 4 placed into ser-vice in March 2011. Firull project completion was July 15,2011. . Landfill Gas to Energy Project . The Landfill Gas to Energy Facility received a Certificate of Occupancy on May 6, 2011, and began exporting power to Florida Power and Light. The County received its first payment for gas sales from Waste Management Renewable Energy Inc., on June 20, 2011. . North Collier Recycling Center . The project was completed the end of August 2011, ahead of schedule and on budget. ~ 14 Packet Page -267- ,! . Le1y Area Storm Water hnp . Two LASIP Proje Road Weir Swale Improvements and Box cUf.ert were awarded by the BCC on January 25, 2011 for construction nd the construction is underway. As of June 2, 2011, 37% of the w rk completed. Fifteen (15) other LASIP projects are in various phas s of design and right- of-way acquisition. The LASIP projects are p ogressing on schedule per the Construction Plan schedule. Below Meets Exceeds Standard StaJdard Standard 1 2 3... I Ratin2 fJ v ts: reenway Projects ry 2011 rovement Project (LASIP) cts: Northwest Royal Box "'ulvert and Whitaker 9/27/2011 Item 10 .A. r--- . RESULTS: B. Other Significant County Projec . FPL and Collier Boulevard G . Completed Februa (' . Design and permitting for permanent Transfer Station construction at Collier County Government Center . Design and permitting currently scheduled to be let to bid for construction by October 2011. . Naples Depot Renovation .. The building restoration and exhibit plan was completed and the Naples Depot Museum was reopened to the' public on January 7, 2011. The facility is fully staffed and open to visitors six days per week with over 90% of its permanent exhibits' in place. Final exhibit installation will be completed by December 201.1. Bluebill A venue Pubiic Beach Access, Restrooms and IntJrsection Improvements I . This project will be split into two parts; the ~alkover, turnaround, drop off and infrastructure was approved b~ the BCC on July 26, 2011 with substantial completion scheduled by December 1, 2011. The bathroom building will not be constructed! until the proposed AE zone FEMA Flood Map designation is adopted co " . Gordon River Greenway . Currently, the project is at 60% design. Rezoning of the park was completed summer 2011. Planned design to b presented to the BCC in November 2011. 15 Packet Page -268- ,.... 9/27/2011 Item 10.A. e . Wiggins and Clam Pass Dredging . Wiggins Pass Maintenance Dredging was completed in March 2011. Clam Pass Tidal Flushing Maintenance Dredging permit is still pending from Florida Department Environmental Protection and The United States Army Corps of Engineers based on an outstanding Biological Opinion from United States Fish and Wildlife Service. . Margood Park . Construction began on July 6, 2011. Initial project construction to include installation of bocce ball, volleyball, horseshoe pit, clearing of property, and establishment of parking area for kayak/canoers. . Bayview Boat Park . Phase I completed in January 2011. The design of Phase II and III is proceeding and permits are expected to be issued by the end of calendar year 2011. . Immokalee South Park . Contract awarded; construction to be completed by spring 2012. It RESULTS: I Rating Below Meets Exceeds Standard Standard Standard 1 2 - 3 ~1 I z. 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process . Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 2011. Staff has implemented Phase III (Building Plan Review , Inspections, and Contractor's Liscening) of the CityView application and expects to go-live with the final phase of portal in September 2011. . . Complete and field the first phase of electronic plan submittal and reviews no later than January 2011. Staff is currently accepting and reviewing single trade permits via fax, em ail, and pdf file exchange, and reviewing digitally. In June 2011 the Board of County Commissioners approved a contract with the County's current ECM provider (SIRE) to provide their Active Review Module to support the digital ~ 16 Packet Page -269- .j! f' W ~ , " '" RESULTS: B. RESULTS: C. 9/27/2011 Item 10.A. review and mark-up of building permits, land use submittals, and capital project plans. The anticipated go-live for this application is January/February 2012. . Implement credit card payment system in GMD no later than January 2011. Completed in December 2010. Process in place and Website active for online payment. Below Standard 1 Exceeds Standard 3 Meets Standard 2 \ Grant Program Management - Continue efforts to improve all aspects of County grant program management through consolidation of resources and centralized administration of acquisition, compliance, accounting and reporting requirements. The Grants Management Office was strengthened with the hiring of two grants accountants to provide agency-wide assistance with grant compliance. As the volume of grant funded initiatives increases, this highly specialized skill set becomes more in demand. While tbe program began its efforts in the HHSV and Transportation areas, this is a county-wide resource designed to ensure full compliance with the complex requirements associated with the use of grant funds. Below Standard 1 Meets Standard 2 Exceeds Standard 3 Continue to refine and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Due to the transition to the new planning and performance management Iifecycle, OpsTrack was suspended for FYll. However, new, more meaningful 17 Packet Page -270- ,.4 9/27/2011 Item 10.A. e measures have been developed and quarterly monitoring will begin in FY 12 that includes projection trending for a five year horizon. In April, Citizen Centric Performance Measures focus groups were held to provide additional feedback. Measures identified will be transitioned into the FY 12 performance management cycle. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 A 3 I Ratio!! L D. Improve emergency preparedness planning and response capabilities. e . Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. Collier County Emergency Management and the Collier County Health Department maintain plans, polices, procedures and resources should another outbreak occur. The threat of pandemic for this fiu season has been low. On-going monitoring and coordination with the State and Federal health officials will continue indefinitely to ensure reasonable planning assumptions and local capabilities. . Continue efforts to build our emergency management program in a fashion so as to meet or exceed national requirements for accreditation under the National Emergency Management Accreditation Program and National Fire Protection Association (NFP A)-Standard 1600. Collier County Emergency Management staff has completed all document submission for pre-accreditation assessment. Emergency Medical Services and MedFiight have completed 80% of their review and submission for national accreditation for those respective organizations. Accreditation fot' EMS and MedFlight should be completed by 4ih Quarter on011. . Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances. Approved legislative support from tbe Board of County Commissioners resulted in tbe successful efforts to advocate passage of legislation (SB-2152) that was signed by Governor Scott May 26, 2011 that dedicates surplus toll revenues for tbe development and annual operation of a Collier County Fire/EMS facility at Mile Marker 63. Collier County and Ochopee Fire held a preliminary kick-off meeting in August of 2011 to develop a project charter and discuss facility location and construction options. . Continue efforts to address the ALS/BLS delivery system studies in conjunction with the Board of County Commissioners and the Blue Ribbon Task Force recommendations. The Blue Ribbon Task Force bas completed its presentations and work- session with tbe Board of County Commissioners. A draft public safety committee ordinance is currently under review with stakeholders. ~ e ~ 18 Packet Page -271- .M 9/27/2011 Item 10.A. r-.. " . Evaluate cost-benefit of contracting with local hospital systems for inter-facility transports. Cost benefit and operational analysis concluded that County EMS should maintain primary responsibility for Pre-Hospital Emergency Medical Services and private hospitals should retain primary responsibility for patient transports between their facilities. . Prepare ambulance fee update study. The Board of County Commissioners did not endorse any rate increase studies. Staff will continue to monitor rate fees around the state and review with its billing consultant as needed. RESULTS:J~ ~~ a .~ ~. -t; ~ h1- thL Jfa~~~ bYJ r. ~ .~/~n.t? ~7?tL ~7-dfe~ . lPe.- Below Meets Exceeds Standard Standard Standard ~ 1 2 .... 3 I Ratin!! L ~ E. Asset Management - Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County infrastructure and assets. . Implementation of an Asset Management system was initiated by Public Utilities. The initial needs assessment for the project was completed resulting in the specifications for engaging a consultant to develop an implementation plan. This engagement will result in the specifications for a system design and is intended to be scalable and adaptable throughout the organization. A recommendation is forthcoming to the BCC in September, 2011. '- P..ESULTS: Below Standard 1 Meets Standard 2 Exceeds Standard 3 F. Business Process and Performance Improvements. . Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly reporting approach to improve visibility of existing and improved internal controls. XCEL is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of internal controls. This effort is on-going. "" 19 Packet Page -272- "... e RESULTS: 9/27/2011 Item 10.A. . Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. In FY 11, staff has undertaken three Kaizen style process improvement or similar initiatives, plus the rollout of the strategic planning and performance measures process improvements. In addition, began a project to implement electronic plan submittal and review, a significant process improvement for the agency; and have started an in-depth process and system analysis of the capital project processes of the agency. Finally, to maintain currency on best practices, Collier initiated a local government process improvement consortium which has held three quarterly meetings and is focused on exchange of methods for improving government operations. -- Below Standard 1 Meets Standard 2 Exceeds Standard 3 ~ - G. Energy Management & Conservation - continue efforts to reduce energy consumption and promote a sustainable environment. ,,-. - . Continue aggressive management and execution of the Energy Efficiency Conservation Block Grant (EECBG) program. Collier County has been aggressively implementing this cross-divisional federal grant and has obligated all funds for projects that include lighting retrofits, solar panels on utility carts, mechanical impro\>ements, improvements to traffic flow, energy efficient technology training for building reviewers and inspectors and a multi-faceted planning effort aimed at reducing vehicle miles traveled. The Department of Energy performed two on-site monitoring visits and all comments received to date indicate that Collier County is managing an exemplary project. . Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county property owners to make energy efficiency and wind resistance improvements to their homes with loans repaid as special non-ad valorem assessments of their property tax bill. The BCC authorized staff to release a Request for Information (RFI) for models and services to administer aPACE program. The RFI yielded two potential providers and will be evaluated by the task force in September for a recommendation and update to the BCC in October or November 2011. Staff continues to monitor progress at the federal level and recently introduced legislation that would allow state programs to proceed. ~ 20 Packet Page -273- .4 9/27/2011 Item 10.A. ~ w . Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Staff continues to believe this is a viable option, however, the initial capital investment is significant and implementation slow as it requires costly conversions or replacing rolling stock. Most funding opportunities require cost sharing, the sources of which have not been identified. Staff continues to explore partnership opportunities that might offset the initial capital outlay. RESULTS: Below Standard 1 Meets Standard 2 Exceeds Standard 3 ~ H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. . Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include, enforcement of abandoned properties and implementation of the BCC-approved foreclosure initiatives. Provided monthly updates on Code Enforcement website for foreclosure resources and participated in scheduled Foreclosure Task Force events for community members. . Promote the purchase, renovation and resale of abandoned and foreclosed properties to qualified buyers. In FY 2011, using Neighborhood Stabilization Program (NSP) funding, a total of fifteen (15) foreclosed properties have been acquired. Renovation has been completed on sixteen (16) previously purchased NSP properties, and renovation is ongoing at six (6) properties. In FY 2011, a total of ten (10) homes have been resold to qualified buyers. .", RESU6:k ~~P-n..- ~~~Lc4 d-~~~~~ · it ~ ~t ~ Ratio ~~... 1. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared 'Economic Emergency'. . Attain Return on Investment from advertising and promotion at an average of $1 7 for each $1 spent. Meets Standard 2 Exceeds Standard 3 21 Packet Page -274- JI e e e RESULTS: 9/27/2011 Item 10.A. ,,-. The Return on Investment for each dollar invested in destination advertising and 'marketing as compared to visitor spending resulting from that investment is calculated at $19.50 for Quarters 1, 2 and 3 of FY 11. This is down $1.15 from FY 10 due to the slow economic recovery resulting in low hotel rates and reduced consumer spending. . Grow year-round hotel occupancy levels to 72%. Hotel Occupancy as calculated through June of 2011 stands at 72.2% up 4.4% over the same period in 2010. The slower July-September period will bring the fiscal year average down, but we are predicting we will end the fiscal year at 64%, up 1.3% over 2010. . Develop a plan to increase the athletic/sporting event market in the County. The number of visitors and participants attending amateur sports events in our community continues to grow with hotel room nights at 6,185 through June as compared to 4,218 for all ofFY 10. . Coordinate stakeholder input regarding potential reallocation of TOC revenues and present findings to BCC in a workshop by end of November 2011. A new TDC sub-committee held their first meeting on April 1, 2011 and those meetings continued through August with pnblic input. We plan to review the recommendations with various community stakeholder groups and plan to report to the BCC by November, 2011 on the committee's recommendations. ,,-. Below Meets Exceeds Standard Standard Standard 1 2 3 " i Rating I ., J. Business and Economic Development . Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. In August 2010, the Manager co-hosted a series of six "economic climate" workshops with 90 of Collier County's business leaders to solicit ideas for improving the local economy. I have also worked collaboratively with the Chamber and Hodges University to gather information from comparable local governments about the structure and function of economic development programs. That effort is continuing into a more detailed second phase of data collection and analysis. This effort is scheduled for completion by the end of 2011. In March 2011, the BCC authorized the staff and the EDC to conduct a series of public workshops to solicit input and develop a new plan for promoting ,~ 22 Packet Page -275- .il 9/27/2011 Item 10.A. ~ economic and business development in the County. The results of that work " will be the subject of a workshop on September 23, 2011. . Develop a plan to improve the competitiveness of the County's economic incentive programs. Research into alternative incentive program information is on-going. Final plan recommendations will be contingent on BCC directions coming out of the September workshop. . Develop a modified Fast Track Permitting process. Fast Track modifications are expected to go before the BCC for consideration in early 2012. . Work with the EDC to explore opportunities to improve the results and accountability of the public /private partnership. Options to the current structure and functions of the public/private partnership with the goal of improving Collier's competitiveness, results and accountability will be a primary discussion point at the September 23, 2011 BCC workshop. RESULTS: '- Below Standard 1 Meets Standard 2 Exceeds Standard 3 ,.-, " 23 Packet Page -276- '. - 9/27/2011 Item 10.A. ,,-. commissijZ; ~mmeD": /I Commissioners SUf!f!estions for Improvement: ~~~~~M'tt~. ~~ ' ,: ~~1f~, _ ~~ ~ _i4 ~ . .1 ""- ~ '" ~ "" ~ Tv, =:::: """' -1 ..,. 'I ~ ~ . L 1 , .-..... 24 Packet Page -277- 9/27/2011 Item 10 .A. BrockMaryJo ".-;. '=rom: Sent: To: Subject: ScardinoAlexandra Wednesday, September 21,20119:19 AM BrockMaryJo Performance Review Good Morning, Below are the comments the Commissioner wanted typed up for the last page for the Performance Review (for Mr.Ochs). I will bring the original down shortly. Thanks. COMMISSIONER COMMENTS: Leo: There aren't enough words to describe your attributes - but dedicated, honest, loyal supportive and caring, leap to mind. COMMISSIONERS SUGGESTIONS FOR IMPROVEMENT: I feel we should take a more pro-active stand in public relations. As an example: the office who regularly promotes the positive steps the clerk's office takes. We aren't even reactivel We have so many positive successes that the public never hears aboutl I also miss the educational programs we used to feature on government TVI Alexandra Scardino ~Executive Aide to Commissioner Donna Fiala, District #1 3299 Tamiami Trail East, Suite #303 Naples, FL 34112 (239) 252-8601 olexa nd ra sea rd i no (ciJ co/ / ierQov. net Under Florida Low, e-mail addresses ore public records. If you do not wont }lour e-mail address released in response to a public records request, do not send electronic mail to this entity. Instead, contact this office by telephone or in writing. .--.. 1 Packet Page -278- 9/27/2011 Item 10.A. --. Commissioner Henning District 3 r-.. -- Packet Page -279- ..-.. f'1_ a. L' 9/27/2011 Item 10.A. \...)J\IIJ\, '1 ' \~, 'I \1" r Co~_Qoul1.t;y - Office of the County Manager MEMORANDUM Date: September 1,2011 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: FY2011 Performance Review ..-.. Consistent with the requirements of my employment agreement, please find enclosed my Self Appraisal for fiscal year 2011. It has been a year of significant change and difficult challenges for our organization, but I believe with your support and the tremendous work of our dedicated staff, much was accomplished. Please return your graded packets to me on or before September 19, so that I may consolidate the grades for presentation at the September 27, 2011 Board meeting. If you would like to meet to discuss your rating, please let me know and I'll make the arrangements. In keeping with our past practice during these difficult budget conditions, I will decline any merit payor base salary adjustment to stay consistent with the restrictions applied to the rest of the County work force. Thank you for granting me the privilege of serving as your County Manager. .-.. Packet Page -280- .. 9/27/2011 Item 10.A. ~ FY2011 Action Plan Leo E. Ochs, Jr., County Manager The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. He is by ordinance to provide leadership for the day-to-day operations of the employees of the Board of County Commissioners. The following Action Plan is developed in an effort to provide clear expectations for the County Manager for the period from October 2010 through September 2011. The Action plan is based on the broad areas generally expected to be performed by the Executive Officer, including: communications, leadership, organizational direction, :fmancia1 oversight, personnel, growth and capital project management. This part of the action plan represents 40% of the annual evaluation weight. Each Goal for the fiscal year will also be evaluated and will represent the remaining 60% of the annual evaluation weight. These areas are further categorized as to their pertinence and support of the FY 10 Strategic Focus Areas (SFA) and their Goals for Collier County that are enumerated below: It is Collier County's VISion - To Strive to be the Best Community in America to Live, Work, and Play. From this Vision flows the statement of our COlmty's Mission - To Deliver High Quality, Best-Value, Public Services, Programs, and Facilities to Our Residents and Visitors. The COlmty Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals: SF A. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. ,,-. SF A. 2. Growth Management - To responsibly plan and manage community growth, development and redevelopment, and protect the natural environment. SFA. 3. Community Health, Wellness and Human Services - To improve the quality of life and promote personal self-reliance and independence. SFA. 4. Infrastructure and Capital Asset Management- To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future. SFA. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. SF A. 6. Governance - To sustain public trust and confidence in County government through sound public policy, professional management, and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. ---- Packet Page -281- " 9/27/2011 Item 10.A. ,,-., Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRAlappraisal form. Score 1 Below Standards 2 Meets Standards 3 Exceeds Standards ~, Result . Some improvements and/or early good performance levels in a few areas . Results not reported for many to most areas of importance to the organization's key business requirements . Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements . No pattern of adverse trends and no poor performance levels in areas of importance to the organization's key business requirements . Some trends and/or current performance levels--evaluated against relevant comparisons and/or benchmarks--show areas of strength and/or good to very good relative performance levels . Business results address most key customer, market, and process requirements . Current performance is excellent in most areas of importance to the organization's key business requirements . Excellent improvement trends and/or sustained excellent performance levels in most areas . Evidence of industry and benchmark leadership demonstrated in many areas . Business results fully address key customer, market, process, and action p Ian requirements Final Standard Rating, Needs !mproyernent Scale I Meets Expectations Exceeds Expectations ~ 1.00 - 1.66 2.34 - 3.00 1,67 - 2.33 Packet Page -282- 9/27/2011 Item 10.A. Honorable Board of County Commissioners: ..-.. I'm pleased to present to you the accomplishments achieved under the County Manager's FY2011 Action Plan. This past year has again been an exceptionally challenging and rewarding year for County government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer expectations, County staff has continued to deliver high-quality, best-value services, programs and facilities to our residents and visitors, as detailed throughout this Action Plan report. I lead a first-rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and developing a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency's vision of becoming the best community in America to live, work and visit. While every area of this performance report has received specific attention during this review period, the following important issues received my highest attention and priority this past year. Budaet and Financial Manaaement The Board once again set rigorous budget guidance for FY 2012 requiring no increase in property tax rates, despite a 5% average reduction in taxable property values County-wide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in operating hours and no planned layoffs or furloughs in FY 2012. In addition, staff maintained a fully funded and policy compliant debt management program and maximized opportunities to stabilize and lower debt service costs. Despite additional reductions in ad valorem general fund revenues in FY 2012, staff was able to increase the fund's reserve position by approximately $4M and achieve the 2.5% contingency reserve poiicy objective established in budget guidance. Finally, the Board received a favorable year ending FY 2010 Consolidated Annual Financial Report with fewer findings than the previous audit period. .~ Economic Recovery and Business Development With Board support and endorsement, staff has continued the efforts begun last year to establish a more customer focused business and regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Significant progress has been made in processing building permit applications and land use reviews, streamlining regulations and managing costs. Staff has also worked closely with the Economic Development Council, Chamber of Commerce and community business leaders to evaluate and develop alternatives to the current public-private partnership formed to promote business and economic development. Concepts and recommendations will be presented for BCC consideration at the September 23, 2011 EDC workshop. .--- Packet Page -283- ~1l 9/27/2011 Item 10.A. ~ Oraanizational Effectiveness and Accountability I have continued to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and satisfy our customers' reasonable expectations. We have integrated performance measurement and benchmarking into our strategic, operational and budget planning efforts. We continue to implement business process improvement initiatives in an effort to eliminate waste and improve the quality of our services. We continue to conduct formal assessments of our business risks and make efforts to improve our financial and operational accountability. We strive to be a self-initiating, self-correcting organization that takes proactive measures to avoid mistakes and, when mistakes occur, moves decisively to implement corrective measures and procedures to avoid similar problems in the future. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to provide best-value services and programs in these very challenging times. ---. ~ Packet Page -284- 9/27/2011 Item 10.A. -. The following areas of Communications; Leadership/Organizational Direction; Personnel Management support the Strategic Focus Area 6 - Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. COMMUNICATIONS Below Meets Exceeds Standard Standard Standard 1 2 3 C.! (Internal) The County Manager will be expected to 2 provide the BCC with timely and accurate responses to requests for infonnation, as well as, coordinating drafts for plans, fees and controversial ordinances with the BeC members before the infonnation goes public. RESULTS: Staff responses to BCC inquiries have been timely, accurate and thorough, with very few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with each Commissioner, which are also used to provide regular updates on items of specific interest. In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal meetings, telephone contacts and e-mail communications. Concerted effort has been made to provide timely notifications, read-ahead material, and advanced briefin2s on all hi2h profile upcomin2 a2enda items and media issues. e.2 (External) The County Manager will be expected to 2 provide infonnation to the public through a minimum of one speaking engagement per month on average, as well as, developing new means to provide infonnation to the public regarding County infonnation. RESULTS: The County Manager has spoken at 16 public engagements during the past year including local TV and radio news programs, business and industry associations, civic and homeowner associations and numerous service clubs. In addition to the more conventional methods of pubiic information, Twitter, Facebook and YouTube accounts for the County Manager's Agency were launched in the past year - expanding the communication channels used to provide information to residents and visitors. The County web site continues to be an informative, accessible and useful site for thousands of visitors each month who are seeking information about County services and programs. A mobile version of the county website compatible with smart-phones has been established. Web site streaming video has been made compatible for Mac users. Staff continues to explore the use of other mobile technologies as part of an evolving customer service strateln'. C.3 (External) The County Manager will be expected to 2 ensure that the organization has systems in place to ensure that the general public is responded to in a timely and accurate manner. Also, improve Public Relations by providing more understandable and complete infonnation to the public. RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable method for intake of constituent service requests and complaints, as well as a useful tool for tracking these items to completion and reporting results. 323 AIMS issues were recorded, managed and resolved thru August 31, 2011. For FY 2011, response rates for constituent contact on/before five business davs is 99%, while response rates for issues ~ ~ Packet Page -285- ,,-., ,-. ~ 9/27/2011 Item 10.A. closed on/before five business days is 83%. More than 700 news releases/meeting notices are issued annually. The Citizen Liaison continues to process all non-personnel public records requests in an accurate and timely fashion. 199 public records requests were processed in FY 11, through June 30. 215 were processed in FY 2010. Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between 800-1000 hours of live meetings annually, including several off-site meetings. Recent special programming included hurricane and wildfire preparedness, FEMA flood map information, and a series of videos produced for the Public Utilities Division, along with 26 new episodes of the County's pet adoption program. LEADERSHIPI Below Meets Exceeds ORGANIZATIONAL DIRECTION Standard Standard Standard 1 2 3 L.1 The County Manager will ensure that there is a clear 2 direction that is communicated throughout the organization. RESULTS: A clearly defined, formally established organization structure and management chain of command is used to communicate operational objectives, policy directives and routine business information to the County workforce. Major program and service goals and objectives are aligned around the Board's strategic plan and Division five year business plans, which are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result areas. Regularly scheduled Division staff meetings have been held with attendance and input of staff from the Clerk of Courts, County Attorney, CRA & Airport Directors. I try to engage in as much direct interaction with Count)' staff as possihle, participating regularly in events like our new employee orientation sessions, service award breakfasts, semi-annual senior management retreats and informal field visits to each operating division at least once each year. I also continue to use the employee newsletter and the e-mail system to communicate with our workforce. L.2 The County Manager will ensure that all executive I" summary reports provided to the Board have specific and 1- clear recommendations. RESULTS: Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. We also continue to seek ways to make the entire agenda preparation and review process easier, faster and more convenient for the BCC, staff and public to use and access. In that regard, the County's new automated agenda system, "Agenda Central" went live in early FY 2011. L.3 The County Manager will provide opportunities for the 2 Board of County Commissioners to discuss and set proactive policy direction on key community issues. RESULTS: Six workshops were held in FY 2011 giving the Board many opportunities to discuss key community issues. Workshops with both the Naples City Council and the District School Board provided elected officials opportunities to review important public policv and service level issues. The Strate!!ic Plannin!! Workshop held on March 11,2011 Packet Page -286- 9/27/2011 Item 10.A. provided an opportunity to confirm and update important areas of public policy and service standards. The EDC Workshop held the same day gave the Board of County Commissioners a forum to discuss and debate strategies and plans for the pressing economic & business issues currently facing our community. The BCC continued to be actively involved with state and federal issues, working in collaboration with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and Washington D.C. ..-.. PERSONNEL MANAGEMENT Below Standard 1 Meets Standard 2 2 Exceeds Standard 3 P.I The County Manager will ensure that the County follows the Board's established policies for the hiring and management of its em 10 ees. RESULTS: The County Manager's Office, in frequent consultation with the HR Department and the County Attorney's Office, actively manages the compensation and personnel management system, focusing on compliance with all relevant employment and labor laws and county policies. Several updates to agency policies and procedures were completed in the past year. The HR Department maintained its employee recognition program, increased its in-house trainin offerin s, and continues to rovide tar eted and com rehensive HR services. P.2 The County Manager will provide to the Board an annual 2 pay plan as part of the budget that will provide for an or anized means for sal administration. RESULTS: Again this year, the Human Resources Department conducted the annual compensation and benchmarking survey with in-house resources. The study revealed that the County's compensation plan is generally competitive with equally sized and situated agencies. The FYll Compensation Plan, with no adjustments to pay ranges, was approved by the BCC on September 28, 2010. The HR Department will submit the FY12 Pay Plan for BCe a roval at its Se tember 27, 2011 meetin . ..-.... The following area of Growth Management supports Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management - To responsibly plan and manage community growth, development, redevelopment, and protect the natural environment and SF A. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. ,,-. packetpage-287- . 9/27/2011 Item 10.A. ,,-. GROWTH MANAGEMENT Below Standard 1 Meets Standard 2 2 Exceeds Standard 3 ~ G.l The County Manager will ensure that the Land Development Code (LDC) is responsive to community needs and consistently applied. The BCC will provide guidance to the staff to these ends. Complete development of an Administrative Code. RESULTS: The proposed new Administrative Code is expected to be delivered to the Development Services Advisory Committee (DSAC) and the Collier County Planning Commission (CCPC) by October 2011 for their review and recommendations, with BCC review and approval scheduled for the end of calendar year 2011. Staff is also preparing recommended LDC updates and a draft administrative review process for routine approvals, minor deviations to the LDC and minor amendments to PUDs. Staff briefed the BCC on this effort on June 28, 2011. G.2 The County Manager will continue to implement measures to improve customer service in Growth Management Division (GMD). Expected outcome is to get permits and development review items back to the customer within established standards, and to reduce the number of repetitive reviews. RESULTS: In January 2010, the Growth Management Division's (GMD) Business Center and Client Services sections were formed to address and remove redundant business processes by combining similar" land use and building permit functions. As a result of this business initiative, staff was able to deliver more responsive and personalized service to their customers and significantly decrease overhead and operational costs. 2 In June 2010, the GMD revised the building permit application and review process, reducing the required number of plan sets and the total number of days to review building plans. Tracking data on these reviews has documented that reviews are meeting or exceeding established standards and no refunds for untimely reviews have been issued. Additional value added services implemented this year include an electronic plan submittal and review option and a credit card payment option for clients. Custome," and industry feedback to the chan2es implemented to date have been ven' positive. G.3 The County Manager will provide staff coordination 2 through a series of citizen committees to study and implement numerous community planning initiatives. RESULTS: Staff provides administrative and technical support to a variety of on-going community planning initiatives including the following: ~ Citizens Advisory Committee (CAC), Technical Advisory Committee (TAC), Pathway Advisory Committee (pAC), Development Services Advisory Committee (DSAC), Environmental Advisory Council (EAC) , Historical and Archaeological Advisory Board, Productivity Committee, Flood Plain Management Committee (FPMC), Community Traffic Safety Team, Master Mobility Plan citizen stakeholders, East of 951 Horizon Committee, Civic Associations, MPO meetines, MSTU Boards, Local Coordinatin 11 Board (LCB). GA The County Manager will prepare for adoption of a 2 financially feasible Annual Update and Inventory Report Packet Page -288- 9/27/2011 Item 10.A. (ADIR) and amendment of the Capital Improvement Element (CIE) of the GMP with the CIE found in compliance by the Florida Department of Community Affairs (DCA . RESULTS: The 2010 AUlR/CIE was approved by the BCC on November 10, 2010. After a number of modifications, the DCA accepted the CIE on April 11, 2011. The 2011 AUIR/CIE is on schedule to be reviewed and approved by the CCPC by October 31,2011 with the BCC scheduled for a roval at a s ecial November 15,2011 hearin . ..-... The following areas of Capital Project and Financial Management support Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SF A. 4. Infrastructure and Capital Asset Management - To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future; and SF A. 6. Governance _ To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. CAPITAL PROJECT MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 CP.1 The County Manager will provide a capital budget that 2 will clearly describe the capital projects proposed for the following fiscal year along with the proposed means for fundingsuchoroiects. RESULTS: The FY 2011 adopted budget, as well as the FY 2012 proposed budget, contains a comprehensive annual capital improvement program section which provides a detailed description of actual and anticipated capital revenue sources and expenses by fund and proiect. I CP.2 The County Manager will provide regular updates to 2 I I ! the County Commission on key capital proje:::ts in a manner I which is easy to understand and timely. I RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific capital projects. Combining the annual AUIR and eIE provides the Board an integrated, comprehensive review of the capital program that addresses level of service standards, specific proiect details and complete fundine plans. CP.3 The County Manager will ensure that for each key 2 capital project that there is clearly established responsibility, budgets and schedules for each. The Manager will also implement business processes that will control costs and cost overruns. RESULTS: An integrated automated tracking system continues to be utilized by all divisions to monitor project results. Agency wide systems have been implemented to standardize and improve our capital project planning, execution and administration. In addition to the improvements made in the AUIR and capital budgeting processes mentioned earlier in this review, efforts to improve systems of procurement, contract management, value engineering, change order utilization, contractor performance compliance and regular stafftrainin!! are on-!!oine. --.. ,-..., Packet Page -289- ~.~ 9/27/2011 Item 10.A. ~ FINANCIAL MANAGEMENT ~ Below Meets Exceeds Standard Standard Standard 123 F.1 The County Manager will present an opportunity 2 annually, prior to the development of the annual budget, for the County Commission to have a policy level discussion regarding the next year's annual budget. RESULTS: Annually, the County Manager provides the BCC witb recommended polices and measures to guide tbe development of tbe Collier County budget. Tbe FY 2012 proposed budget policy was reviewed and endorsed by the Productivity Committee and adopted by the Board on February 22, 2011. F.2 The County Manager will develop an annual budget that 2 will be presented to the County Commission in workshop format and then again in accordance with statute for public participation through a series of two separate public hearings. RESULTS: The proposed FY 2012 County budget was presented to tbe Board during the annual worksbop held on June 16,2011. A millage neutral proposed budget was presented and the maximum ad valorem millage rates were set on July 26, 2011. Public hearing dates in September were confirmed for September 8 and 22, 2011. F.3 The County Manager will present a.budget for FY12 that 2 will be in keeping with State mandated property tax reforms and meets BCC guidance. RESULTS: In keeping with the Board's guidance, a millage neutral budget was presented resulting in a 3% reduction in tbe general fund witb no significant reductions in front line services, no planned lay-offs or furloughs, no new user fees, no planned facility closures and no new position requests. Annual debt service is fully funded and compliant with BCC Debt Management policy and general fund contingency reserves have been increased to comply with budget guidance. This was a significant accomplishment given the 5.1 % reduction in County wide taxable property values and the challenges presented by the local economic recession. FA The County Manager will provide annual updates of user 2 fees and other non-Ad Valorem revenue, i.e. impact fees, ! grants, etc. RESULTS: User Fees: No new fees or increased fees were issued in FY2011, nor are any planned in FY2012. Staff will evaluate the market competitiveness of current fee structures and make any recommendations in conjunction with the FY 2013 budget policy proposal. Impact Fees- Impact Fee studies that commenced or were in process in FY 2010 have all been completed, with tbe exception of School, which is awaiting the transmittal of the School Board recommendation. Additionally, the impact fee indexing cycle for FY 2010 was completed for Community and Regional Parks and Correctional Facilities. Road Impact Fees were reduced by 42%. In October 2010, the Board approved a 50% reduction of tbe then current School Impact Fee rates, based on tbe School Board's recommendation. This reduction is scheduled to remain in place until October of 2012, at which time the rates will be revaluated. The current study, described above, is being completed in order to comply with local and statutory requirements for impact fees studies. ~ Packet Page -290- .. 9/27/2011 Item 10.A. Due to the timing of the adoption of the above studies and indexing, the 2011 indexing will be prepared in the fall of 2011. This indexing will include Road, Parks, Library, Government Buildings, Law Enforcement, Dependent Fire, EMS and Correctional Facilities. Required full studies scheduled for 2012 include Road, Parks and Correctional Facilities. ,,-. Grants-The FYI0 annual Grant Report was presented to the Board of County Commissioners on December 14, 2010. In FYI0 78% of grant applications were awarded for a total award amount of $38 million. As of August 31, 2011, $39 million in grant funding has been submitted for FYll, with a success rate of 99% for those that have had a funding decision determined. Approximately $10 million of current funding requests are still pending award by grantors. The final FYll report will be presented to the BCC in November 2011. F.5 The County Manager will work cooperatively with the 2 Clerk of Courts on the preparation of the CAFR and respond promptly and thoroughly to any issues raised by the external auditors. RESULTS: The year ending September 30, 2010 Comprehensive Annual Financial Report (CAFR) was accepted by the Board on March 8, 2011. The County Manager's Agency works closely with the Clerk's Finance Department in reviewing audit comments and addressing any audit questions. An internal audit oversight committee consisting of representatives from both agencies has been established to help facilitate production of a thorou2h and timelv annual external audit. Goals for Fiscal Year 2011: As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the annual evaluation weight. ~ 1. Execution of the County's 1 0 Year Strategic Plan. Continue execution of the County's 10- Year Strategic Plan and alignment of the entire County ManagerlBCC Agency organization around that plan by integrating multi-year business plans, annual operational work plans and individual performance goals and objectives. Develop a system of integrated strategic, operational and budget planning with related performance measurements. Conduct an annual or bi-annual Bce Strategic Planning Workshop. RESUL TS: First year implementation of an integrated strategic, operating and budget planning cycle is in progress (and will be referred to as tbe Planning and Performance Management Lifecycle). An updated and enhanced strategic plan was approved by the BCe in March. Staff tben created 5 and 1 year business plans and performance measures for FY 12 that are aligned to the budget. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 ~ Packet Page -291- .te: 9/27/2011 Item 10.A. ~. 2. Long Ranee Planning;. Continue to develop and execute a variety of long range planning initiatives including the following: . Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011. . Completed. Adopted by the BCC on January 31, 2011, submitted to DCA on February 9, 2011 and found in compliance by DCA on April 15,2011. . Complete the Master Mobility Plan by September 2011. . The original schedule was modified to accommodate requests for additional public involvement. The current schedule calls for submission of the draft Master Mobility Plan to the BCC in November and the final on December 13, 2011. A website has been established and 2 public stakeholder meetings have been conducted with 3 more planned in October and November. ~ . Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by January 2011. . Parks and Recreation brought the master plan to the Board of County Commissioners for approval on February 22, 2011. The Board of County Commissioners directed staff to create more opportunities for vetting the master plan with the public. Public meetings with the Commissioners were held on April 6, 2011 at South Regional Library and April 7, 2011 at University Extension Office. Feedback from these public meetings along with recommendations for adoption of the Parks and Recreation Master Plan are scheduled for presentation to the Board of County Commissioners at their September 13,2011 regularly scheduled meeting. . Complete the Long Range Transportation Plan Update by January 2011. .. The final Plan was approved by the l\1PO Board on December 10,2010. f\ Develop a Surface Water Master Plan that integrates the results of the Watershed Management Plan, Flood Plain Management Plan and Storm Water Management Plan by February 2011. .. In November 2010, the BeC approved a change to the schedule to allow the public greater opportunity to provide input to the Watershed Management Plans (WMP). In order to receive as much public iuput as possible, staff has conducted the following meetings and presentations: EAC (7), DSAC (2), CCPC (5), General Public Meetings (8). Staff expects to bring the final recommendations to the BCC by October 31, 2011. The Floodplain Management Plan Update Report was approved by the BCC on June 14, 2011. ~ . Complete the 2010 Census and bring redistricting options/maps to the BCC in late summer 2011. . Staff is still on schedule to hold public hearings and submit map options to tbe BCC for consideration in September 2011. A Project Management Plan, proposed redistricting criteria, and hiring a consultant to provide an independent review of the process was accepted by the BCC on April 26, 2011. The School Board has agreed to use the same boundaries as the BeC. Staff completed five (5) alternative maps on July 6, 2011. Meetings with Packet Page -292- 9/27/2011 Item 10.A. County Advisory committees and the general public were conducted in August. This item is scheduled for presentation to the BCC on September 13,2011. ..-- RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 3. Improved use of technologY and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency-wide electronic document/records management system. Develop additional opportunities to transact business w/customers on-line. RESULTS: Efforts continue to transact more business with customers on-line. The Airport Authority, Communication and Customer Relations, DAS, Library, EMS, Parks, Solid Waste, Growth Management and Utility Billing Customer Service now accept credit cards for certain on-line transactions. GMD has also initiated electronic submission of applications for "single trade permits." Upgrades to the automated budget and agenda management systems were also implemented to improve efficiency. ,,-. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 4. Succession Planning. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross-training, employee development, and succession planning endeavors. RESULTS: Graduated the first class of the Succession Planning program and selected candidates for the second group, who began a two year program geared at developing promising supervisors into strong management candidates. In-house training programs are now the Agency's primary source of employee development and numerous programs are offered through our HR department in subject matter ranging from management and leadership to communications and inter-personal skills to personal improvement to technical skills. Below Meets Exceeds Standard Standard Standard ,,-. Packet Page -293- <j 9/27/2011 Item 10.A. ~ I Rating 11 I~ 13 5. Continued development of the Federal and State Lee;islative Programs. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. RESULTS: The approved federal agenda was presented to the congressional delegation and agency officials during the D.C. trip in March, 2011. In May, Governor Scott signed SB 2152 which includes language that dedicates excess toll revenue from the Alligator Alley toll road to develop and operate a fire station at Mile Marker 63 to provide fire and rescue services on the Alley - a critical public safety need. Staff accompanied two commissioners to Tallahassee for FAC Legislative Day and meetings with the Governor, cabinet officials, and agency directors during the 2011 legislative session. The BCC set its 2012 state legislative priorities at the July 26,2011 BCC meeting. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 "-...,, 6. Successful capital proiect management. FY11 will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects ofInterest: {, Collier Boulevard from Davis Boulevard to Golden Gate !\1ain Canal · Contract awarded to Astaidi at 6/14 BCC Meeting. Construction Engineering and Inspection (CEl) contract was awarded to Atkins on June 28, 2011. Notice to Proceed (NTP) was issued to Atkins for CEI services on August 26, 2011. NTP will be issued to Astaldi to commence construction by October 1, 2011. This project has been combined with and is following the same construction schedule as the Davis Boulevard from Collier Boulevard to Radio Road Project (see below). · Oil Well Road Multi-Laning · Construction 60% completed. Anticipated completion by early Summer 2012 ,,-. · Davis Boulevard from Collier Boulevard to Radio Road · This project has been combined with and is following the same construction schedule as the Collier Boulevard from Davis Boulevard to Golden Gate Main Canal project (see above). An advancement with reimbursement Joint Participation Agreement Packet Page -294- 9/27/2011 Item 10.A. (JP A) with FDOT was executed and provides for FDOT to reimburse up to $20M for the combined project in ten quarterly payments beginning after July 1,2012. --. . Obtain approval from the FHW A and FOOT of Interchange Justification Report (IJR) for Everglades Boulevard Interchange at 1-75 . Draft ofIJR to be completed by December 30, 2011 . North County Water Reclamation Facility Alignment Project . All aeration basin repair and replacement work is complete. All odor control work is complete. Bleach facility upgrades are complete. Both pond linings are complete. Substantial completion was the end of August 2011. Final completion is slated for the end of November 2011. . North Collier Regional Water Treatment Plant Water Quality Sustainability Project . Degasifier units 1 and 2 placed into service in December 2010. Degasifier units 3 and 4 placed into senice in March 2011. Final project completion was July 15,2011. . Landfill Gas to Energy Project . The Landfill Gas to Energy Facility received a Certificate of Occupancy on May 6, 2011, and began exporting power to Florida Power and Light. The County received its first payment for gas sales from Waste Management Renewable Energy Inc., on June 20, 2011. ~ . North Collier Recycling Center . The project was completed the end of August 2011, ahead of schedule and on budget. RESULTS: I Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 B. Other Significant County Projects: . FPL and Collier Boulevard Greenway Projects . Completed February 2011 . Lely Area Storm Water Improvement Project (LASIP) . Two LASIP Projects: Northwest Royal Box Culvert and Whitaker Road Weir Swale Improvements and Box Culvert were awarded by ,,-. Packet Page -295- .:60 9/27/2011 Item 10.A. ,,-.., the BCC on January 25, 2011 for construction and the construction is underway. As of June 2, 2011, 37% of the work completed. Fifteen (15) other LASIP projects are in various phases of design and right- of-way acquisition. The LASIP projects are progressing on schedule per the Construction Plan schedule. · Design and permitting for permanent Transfer Station construction at Collier County Government Center . Design and permitting currently scheduled to be let to bid for construction by October 2011. . Naples Depot Renovation . The building restoration and exhibit plan was completed and the Naples Depot Museum was reopened to the public on January 7, 2011. The facility is fully staffed and open to visitors six days per week with over 90% of its permanent exhibits in place. Final exhibit installation will be completed by December 2011. · Bluebill Avenue Public Beach Access, Restroorns and Intersection Improvements . This project will be split into two parts; the walkover, turnaround, drop off and infrastructure was approved by the BCC on July 26, 2011 with substantial completion scheduled by December 1, 2011. The bathroom building will not be constructed until the proposed AE zone FEMA Flood Map designation is adopted. ~ . Gordon River Greenway · Currently, the project is at 60% design. Rezoning of the park was completed summer 2011. Planned design to be presented to the BeC in November 2011. ., Wiggins and Clam Pass Dredging .. Wiggins Pass Maintenance Dredging was completed in March 2011. Clam Pass Tidal Flushing Maintenance Dredging permit is still pending from Florida Department Environmental Protection and The United States Army Corps of Engineers based on an outstanding Biological Opinion from United States Fish and Wildlife Service. . Margood Park · Construction began on July 6, 2011. Initial project construction to include installation of bocce ball, volleyball, horseshoe pit, clearing of property, and establishment of parking area for kayak/canoers. ,,-. . Bayview Boat Park · Phase I completed in January 2011. The design of Phase II and III is proceeding and permits are expected to be issued by the end of calendar year 2011. Packet Page -296- ..~ 9/27/2011 Item 10.A. -- . Immokalee South Park . Contract awarded; construction to be completed by spring 2012. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process . Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 2011. Staff has implemented Phase ill (Building Plan Review , Inspections, and Contractor's Liscening) of the CityView application and expects to go-live with the final phase of portal in September 2011. . Complete and field the first phase of electronic plan submittal and reviews no later than January 2011. Staff is currently accepting and reviewing single trade permits via fax, email, and pdf file exchange, and reviewing digitally. In June 2011 the Board of County Commissioners approved a contract with the County's current ECM provider (SIRE) to provide their Active Review Module to support the digital review and mark-up of building permits, land use submittals, and capital project plans. The anticipated go-live for this application is .January/February 2012. . Implement credit card payment system in GMD no later than January 2011. Completed in December 2010. Process in place and Website active for online payment. ~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 -- Packet Page -297- ~ ",-. RESULTS: ~, RESULTS: ~ 9/27/2011 Item 10.A. B. Grant Program Management - Continue efforts to improve all aspects of County grant program management through consolidation of resources and centralized administration of acquisition, compliance, accounting and reporting requirements. The Grants Management Office was strengthened with the hiring of two grants accountants to provide agency-wide assistance with grant compliance. As the volume of grant funded initiatives increases, this highly specialized skill set becomes more in demand. While the program began its efforts in the HHSV and Transportation areas, this is a county-wide resource designed to ensure full compliance with the complex requirements associated with the use of grant funds. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 C. Continue to refine and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Due to the transition to the new planning and performance management lifecycle, OpsTrack was suspended for FYll. However, new, more meaningful measures have been developed and quarterly monitoring will begin in FY 12 that includes projection trending for a five year horizon. In April, Citizen Centric Performance Measures focus groups were held to provide additional feedback. Measures identified will be transitioned into the FY 12 performance management cycle. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2.3 D. Improve emergency preparedness planning and response capabilities. · Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. Collier County Emergency Management and the Collier County Health Department maintain plans, polices, procedures and resources should another outbreak occur. The threat of pandemic for this flu season has been Packet Page -298- 'J; 9/27/2011 Item 10.A. low. On-going monitoring and coordination with the State and Federal health officials will continue indefinitely to ensure reasonable planning assumptions and local capabilities. . Continue efforts to build our emergency management program in a fashion so as to meet or exceed national requirements for accreditation under the National Emergency Management Accreditation Program and National Fire Protection Association (NFP A)-Standard 1600. Collier County Emergency Management staff has completed all document submission for pre-accreditation assessment. Emergency Medical Services and MedFlight have completed 80% of their review and submission for national accreditation for those respective organizations. Accreditation for EMS and MedFlight should be completed by 4th Quarter of 2011. . Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances. Approved legislative support from the Board of County Commissioners resulted in the successful efforts to advocate passage of legislation (SB-2152) that was signed by Governor Scott May 26, 2011 that dedicates surplus toll revenues for the development and annual operation of a Collier County Fire/EMS facility at Mile Marker 63. Collier County and Ochopee Fire held a preliminary kick-off meeting in August of 2011 to develop a project charter and discuss facility location and construction options. . Continue efforts to address the ALS/BLS delivery system studies in conjunction with the Board of County Commissioners and the Blue Ribbon Task Force recommendations. The Blue Ribbon Task Force has completed its presentations and work- session with the Board of County Commissioners. A draft public safety committee ordinance is currently under review with stakeholders. . Evaluate cost-benefit of contracting with local hospital systems for inter-facility transports. Cost benefit and operational analysis concluded that County EMS should maintain primary responsibility for Pre-Hospital Emergency Medical Services and private hospitals should retain primary responsibility far patient transports between their faciliHes. f> Prepare ambulance fee update study. The Board of County Commissioners did not endorse any rate increase studies. Staff will continue to monitor rate fees around tbe state and review with its billing consultant as needed. -- ~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2.5 ---- Packet Page -299- 9/27/2011 Item 10.A. ~ E. Asset Management - Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County infrastructure and assets. . Implementation of an Asset Management system was initiated by Public Utilities. The initial needs assessment for the project was completed resulting in the specifications for engaging a consultant to develop an implementation plan. This engagement will result in the specifications for a system design and is intended to be scalable and adaptable throughout the organization. A recommendation is forthcoming to the BCC in September, 2011. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 ,.-. F. Business Process and Performance Improvements. · Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly reporting approach to improve visibility of existing and improved internal controls. XCEL is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of internal controls. This effort is on-going. · Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. In FY 11, staff has undertaken three Kaizen style process improvement or similar initiatives, plus the roUout of the strategic planning and performance measures process improvements. In addition, began a project to implement electronic plan submittal and review, a significant process improvement for the agency; and have started an in-depth process and system analysis of the capital project processes of the agency. Finally, to maintain currency on best practices, Collier initiated a local government process improvement consortium which has held three quarterly meetings and is focused on exchange of methods for improving government operations. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 ~ Packet Page -300- ~ 9/27/2011 Item 10.A. -- G. Energy Management & Conservation - continue efforts to reduce energy consumption and promote a sustainable environment. . Continue aggressive management and execution of the Energy Efficiency Conservation Block Grant (EECBG) program. Collier County has been aggressively implementing this cross-divisional federal grant and has obligated all funds for projects that include lighting retrofits, solar panels on utility carts, mechanical improvements, improvements to traffic flow, energy efficient technology training for building reviewers and inspectors and a multi-faceted planning effort aimed at reducing vehicle miles traveled. The Department of Energy performed two on-site monitoring visits and all comments received to date indicate that Collier County is managing an exemplary project. . Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county property owners to make energy efficiency and wind resistance improvements to their homes with loans repaid as special non-ad valorem assessments of their property tax bill. The BCC authorized staff to release a Request for Information (RFI) for models and services to administer aPACE program. The RFI yielded two potential providers and will be evaluated by the task force in September for a recommendation and update to the BCe in October or November 2011. Staff continues to monitor progress at the federal level and recently introduced legislation that would allow state programs to proceed. . Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Staff continues to believe this is a viable option, however, tbe initial capital investment is significant and implementation slow as it requires costly conversions or replacing rolling stock. Most funding opportunities require cost sharing, the sources of which have not been identified. Staff continnes to explore partnership opportunities that might offset the initial capital outlay. ~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 r Rating 2 H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. . Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include, enforcement of abandoned properties and implementation of the BCC-approved foreclosure initiatives. ,,- Packet Page -301- 9/27/2011 Item 10.A. ~ Provided monthly updates on Code Enforcement website for foreclosure resources and participated in scheduled Foreclosure Task Force events for community members. · Promote the purchase, renovation and resale of abandoned and foreclosed properties to qualified buyers. In FY 2011, using Neighborhood Stabilization Program (NSP) funding, a total of fifteen (15) foreclosed properties have been acquired. Renovation has been completed on sixteen (16) previously purchased NSP properties, and renovation is ongoing at six (6) properties. In FY 2011, a total of ten (10) homes have been resold to qualified buyers. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating .5 .....-. 1. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared 'Economic Emergency' . · Attain Return on Investment from advertising and promotion at an average of $17 for each $1 spent. The Return on Investment for each dollar invested in destination advertising and marketing as compared to visitor spending resulting from that investment is calculated at $19.50 for Quarters 1,2 and 3 of FY 11. This is down $1.15 from FY 10 due to the slow economic recovery resulting in low hotel rates and reduced consumer spending. · Grow year-round hotel occupancy levels to 72%. Hotel Occupancy as calculated through June of 2011 stands at 72.2%. up 4.4IYo over the same period in 2010. The slower July-September period will bring tbe fiscal year average down, but we are predicting we win end tbe fiscal year at 64%, up 1.3% over 2010. · Develop a plan to increase the athletic/sporting event market in the Count"j. The number of visitors and participants attending amateur sports events in our community continues to grow with hotel room nights at 6,185 through June as compared to 4,218 for all ofFY 10. · Coordinate stakeholder input regarding potential reallocation of TDC revenues and present fIndings to BCC in a workshop by end of November 2011. A new TDC sub-committee held their first meeting on April 1, 2011 and those meetings continued through August with public input. We plan to review the recommendations with various community stakeholder groups and plan to report to the BCC by November, 2011 on the committee's recommendations. RESULTS: ~ I Below I Meets I Exceeds Packet Page -302- ..; 9/27/2011 Item 10.A. Standard Standard Standard 1 2 3 I Rating 3 ~ J. Business and Economic Development . Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. In August 2010, the Manager co-hosted a series of six "economic climate" workshops with 90 of Collier County's business leaders to solicit ideas for improving the local economy. I have also worked collaboratively with the Chamber and Hodges University to gather information from comparable local governments about the structure and function of economic development programs. That effort is continuing into a more detailed second phase of data collection and analysis. This effort is scheduled for completion by the end of2011. In March 2011, the BCC authorized the staff and the EDC to conduct a series of public workshops to solicit input and develop a new plan for promoting economic and business development in the County. The results of that work will be the subject of a workshop on September 23, 2011. . Develop a plan to improve the competitiveness of the County's economic incentive programs. Research into alternative incentive program information is on-going. Final plan recommendations will be contingent on BCC directions coming out of the September workshop. ~I . Develop a modified Fast Track Permitting process. Fast Track modifications are expected to go before the BCC for consideration in early 2012. . Work with the EDC to explore opportunities to improve the results and accountability of the public /private partnership. Options to the current str'ucture and functions of the pubiic/pdvate partnership with the goal of improving Collier's competitiveness, results and accountability will be a primary discussion point at the September 23, 2011 BCC workshop. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2.5 ,,-. Packet Page -303- .>j/ 9/27/2011 Item 10.A. ~ Commissioner's Comments: 1. The County Manager's Office, in frequent consultation with the HR Department and the County Attorney's Office, actively manages the compensation and personnel management system, focusing on compliance with all relevant employment and labor laws and county policies. THIS POLICY NEEDS TO BE PUSHED DOWN TO THE DEPARTMENT LEVEL Growth Mana~ement: interpretation of the LDC bv some is far reachin~ and lacks common sense Long Range Planning. Continue to develop and execute a variety of long range olanning initiatives including the following: THANKFUL FOR THE PUBLIC P ARTISAP A TION AND HOPEFUL THE MASTER MOBIL TY PLAN WILL PROVIDE PUBLIC INPUT. THE MASTER MOBILTY PLAN HAS DEVEATED FROM THE GRANT APP THAT COULD BE PROBLEM 2. Bayview Boat Park a. Phase I completed in January 2011. The design of Phase II and III is proceeding and permits are expected to be issued by the end of calendar year 2011. ~ I TRUST BA YVIEW PARK CONSTRUTION WILL BE PROFORMED AT A TIME WHEN LOWEST USE OR LIMIT USER IMPACTS Grant Program Management; COMPLIANCE IS QUESTIONABLE (NSP)_ G.Energy Management & Conservation I LIKE SKIP CAMP'S MODEL 'WERE IT MAKES CENTS' Commissioners Su!!gestions for Improvement: ~, Packet Page -304- 9/27/2011 Item 10.A. ~ --... Packet Page -305- 9/27/2011 Item 10.A. ~ Commissioner Coyle District 4 /""'.. ~, Packet Page -306- 4: e r.~____ _ r 9/27/2011 Item 10.A. \.J.-fX' Y'\. L...-J .- eoJl!t! Qou.l1ty - '- - ~ Office of the County Manager MEMORANDUM Date: September 1,2011 RECEIVED SEP 0 1 ~Ol1 Board of County ConlrnIlIalarl& Board of County Commissioners Leo E. Ochs, Jr., County Manager !" D. ~QCOP) FY2011 Performance Review each ~ To: From: Subject: . Consistent with the requirements of my employment agreement, please find enclosed my Self Appraisal for fiscal year 2011. It has been a year of significant change and difficult challenges for our organization, but I believe with your support and the tremendous work of our dedicated staff, much was accomplished. ~ Please return your graded packets to me on or before September 19, so that I may consolidate the grades for presentation at the September 27, 2011 Board meeting. If you would like to meet to discuss your rating, please let me know and I'll make the arrangements. In keeping with our past practice during these difficult budget conditions, I will decline any merit payor base salary adjustment to stay consistent with the restrictions applied to the rest of the County work force. Thank you for granting me the privilege of serving as your County Manager. . ,-... Packet Page -307- ~,. ~ " ~ ".. 9/27/2011 Item 1 O.A. FY2011 Action Plan Leo E. Ochs, Jr., County Manager The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. He is by ordinance to provide leadership for the day-to-day operations of the employees of the Board of County Commissioners. The following Action Plan is developed in an effort to provide clear expectations for the County Manager for the period from October 2010 through September 2011. The Action plan is based on the broad areas generally expected to be performed by the Executive Officer, including: communications, leadership, organizational direction, financial oversight, personnel, growth and capital project management. This part of the action plan represents 40% of the annual evaluation weight. Each Goal for the fiscal year will also be evaluated and will represent the remaining 60% of the annual evaluation weight. These areas are further categorized as to their pertinence and support of the FY 10 Strategic Focus Areas (SF A) and their Goals for Collier County that are enumerated below: It is Collier County's Vision - To Strive to be the Best Community in America to Live, Work, and Play. From this Vision flows the statement of our County's Mission - To Deliver High Quality, Best-Value, Public Services, Programs, and Facilities to Our Residents and Visitors. The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals: SF A. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SF A. 2. Growth Management - To responsibly pian and manage community growth, development and redevelopment, and protect the natural environment. SFA. 3. Community Health, Wellness and Human Services - To improve the quality of life and promote personal self-reliance and independence. SF A. 4. Infrastructure and Capital Asset Management- To responsibly pian, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future. SFA. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. SF A. 6. Governance - To sustain public trust and confidence in County government through sound public policy, professional management, and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. - 2 Packet Page -308- .."j . e e 9/27/2011 Item 10.A. ~ Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRAlappraisa1 form. Score 1 Below Standards 2 Meets Standards 3 Exceeds Standards Result . Some improvements and/or early good performance levels in a few areas . Results not reported for many to most areas of importance to the organization's key business requirements . Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements . No pattern of adverse trends and no poor performance levels in areas of importance to the organization's key business requirements . Some trends and/or current performance levels-evaluated against relevant comparisons and/or benchmarks--show areas of strength and/or good to very good relative performance levels . Business results address most key customer, market, and process requirements . Current performance is excellent in most areas of importance to the organization's key business requirements . Excellent improvement trends and/or sustained excellent performance levels in most areas . Evidence of industry and benchmark leadership demonstrated in many areas . Business results fully address key customer, market, process, and action plan requirements ~ I Final Standard Rating Needs Improyernent Meets Expectations Exceeds Expectations Scale 1.00 - 1.66 ] .67 - 2.33 2.34 - 3.00 ~ 3 Packet Page -309- .Jil 9/27/2011 Item 10.A. ~ " Honorable Board of County Commissioners: I'm pleased to present to you the accomplishments achieved under the County Manager's FY2011 Action Plan. This past year has again been an exceptionally challenging and rewarding year for County government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer expectations, County staff has continued to deliver high-quality, best-value services, programs and facilities to our residents and visitors, as detailed throughout this Action Plan report. I lead a first- rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and developing a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency's vision of becoming the best community in America to live, work and visit. While every area of this performance report has received specific attention during this review period, the following important issues received my highest attention and priority this past year. .-., Budaet and Financial Manaaement The Board once again set rigorous budget guidance for FY 2012 requiring no increase in property tax rates, despite a 5% average reduction in taxable property values County- wide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in operating hours and no planned layoffs or furloughs in FY 2012. In addition, staff maintained a fully funded and policy compliant debt management program and maximized opportunities to stabilize and lower debt service costs. Despite additional reductions in ad valorem general fund revenues in FY 2012, staff was able to increase the fund's reserve position by approximately $4M and achieve the 2.5% contingency reserve policy objective established in budget guidance. Finally, the Board received a favorable year ending FY 2010 Consolidated Annual Financial Report with fewer findings than the previous audit period. Economic Recovery and Business Development With Board support and endorsement, staff has continued the efforts begun last year to establish a more customer focused business and regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Significant progress has been made in processing building permit applications and land use reviews, streamlining regulations and managing costs. " Staff has also worked closely with the Economic Development Council, Chamber of Commerce and community business leaders to evaluate and develop alternatives to the current public-private partnership formed to promote business and economic development. Concepts and recommendations will be presented for BCC consideration at the September 23, 2011 EDC workshop. Packet Page -310- . It . 9/27/2011 Item 1 a.A. Oraanizational Effectiveness and Accountability I have continued to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and satisfy our customers' reasonable expectations. We have integrated performance measurement and benchmarking into our strategic, operational and budget planning efforts. We continue to implement business process improvement initiatives in an effort to eliminate waste and improve the quality of our services. We continue to conduct formal assessments of our business risks and make efforts to improve our financial and operational accountability. We strive to be a self-initiating, self-correcting organization that takes proactive measures to avoid mistakes and, when mistakes occur, moves decisively to implement corrective measures and procedures to avoid similar problems in the future. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to provide best-value services and programs in these very challenging times. ,,-. .--... Packet Page -311- ..--.. " ,..-.... -- 9/27/2011 Item 10.A. The following areas of Communications; Leadership/Organizational Direction; Personnel Management support the Strategic Focus Area 6 - Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. COMMUNICATIONS Below Meets Exceeds Standard Standard Standard 1 2 3 C.1 (Internal) The County Manager will be expected to provide the BCC with timely and accurate responses to 3> requests for information, as well as, coordinating drafts for plans, fees and controversial ordinances with the BCC members before the information goes Dublic. RESULTS: Staff responses to BCC inquiries have been timely, accurate and thorough, with very few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with each Commissioner, which are also used to provide regular updates on items of specific interest. In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal meetings, telephone contacts and e-mail communications. Concerted effort has been made to provide timely notifications, read-ahead material, and advanced briefin!s on all hi!h profile upcominll allenda items and media issues. C.2 (External) The County Manager will be expected to provide information to the public through a minimum of .5 one speaking engagement per month on average, as well as, developing new means to provide information to the public regarding County information. RESULTS: The County Manager has spoken at 16 public engagements during the past year including local TV and radio news programs, business and industry associations, civic and homeowner associations and numerous service dubs. In addition to the more conventional methods of pubHc information, Twitter', Facebook and Y ouTube accounts for the County Manager's Agency were launched in the past year - expanding the communication channels used to provide information to residents and visitors. The County web site continues to be an informative, accessible and useful site for thousands of visitors each month who are seeking information about County services and programs. A mobile version of the county website compatible with smart-phones has been established. Web site streaming video has been made compatible for Mac users. Staff continues to explore the use of other mobile technologies as part of an evolving customer service strategy. C.3 (External) The County Manager will be expected to ensure that the organization has systems in place to ensure that the general public is responded to in a timely 3 and accurate manner. Also, improve Public Relations by providing more understandable and complete information to the public. RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable method for intake of constituent service requests and complaints, as well as a useful tool for tracking these items to completion and reporting results. 323 AIMS issues were recorded, man ailed and resolved thru AUllust 31, 2011. For FY 2011, response rates for 4 Packet Page -312- ...;#j . . e 9/27/2011 Item 10.A. ,,-. constituent contact on/before five business days is 99%, while response rates for issues closed on/before five business days is 83%. More than 700 news releases/meeting notices are issued annually. The Citizen Liaison continues to process all non-personnel public records requests in an accurate and timely fashion. 199 public records requests were processed in FY 11, through June 30. 215 were processed in FY 2010. Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between 800-1000 hours of live meetings annually, including several off-site meetings. Recent special programming included hurricane and wildfire preparedness, FEMA flood map information, and a series of videos produced for the Public Utilities Division, along with 26 new episodes of the County's pet adoption program. LEADERSHIP/ Below Meets Exceeds ORGANIZATIONAL DIRECTION Standard Standard . Standard 1 2 3 L.l The County Manager will ensure that there is a clear direction that is communicated throughout the I. 5 organization. RESULTS: A clearly defined, formally established organization structure and management chain of command is used to communicate operational objectives, policy directives and routine business information to the County workforce. Major program and service goals and objectives are aligned around the Board's strategic plan and Division five year business plans, which are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result areas. Regularly scheduled Division staff meetings have been held with attendance and input of staff from the Clerk of Courts, County Attorne)', CRA & Air ort Directors. .~ p I try to engage in as much direct interaction with Count}' staff as possible, participating regularly in events like our new employee orientation sessions, service award breakfasts, semi-annual senior management retreats and informal field visits to each operating division at least once each year. I also continue to use the employee newsletter and tbe e-mail system to communicate with our workforce. L.2 The County Manager will ensure that all executive summary reports provided to the Board have specific and .-3 clear recommendations. RESULTS: Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. We also continue to seek ways to make the entire agenda preparation and review process easier, faster and more convenient for the BCC, staff and public to use and access. In that regard, the County's new automated agenda system, "Agenda Central" went live in earl FY 2011. L.3 The County Manager will provide opportunities for the Board of County Commissioners to discuss and set proactive 3 olic direction on ke communi issues. RESULTS: Six workshops were held in FY 2011 giving the Board many opportunities to discuss ke communi issues. Worksho s with both the Na les Ci Council and the ~ 5 Packet Page -313- ..;J ~ w ,.-.. " 9/27/2011 Item 10.A. District School Board provided elected officials opportunities to review important public policy and service level issues. The Strategic Planning Workshop held on March 11,2011 provided an opportunity to confirm and update important areas of public policy and service standards. The EDC Workshop held the same day gave the Board of County Commissioners a forum to discuss and debate strategies and plans for the pressing economic & business issues currently facing our community. The BCC continued to be actively involved with state and federal issues, working in collaboration with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and Washington D.C. PERSONNEL MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 P.I The County Manager will ensure that the County follows -3 the Board's established policies for the hiring and management of its employees. RESULTS: The County Manager's Office, in frequent consultation with the HR Department and the County Attorney's Office, actively manages the compensation and personnel management system, focusing on compliance with all relevant employment and labor laws and county policies. Several updates to agency policies and procedures were completed in the past year. The HR Department maintained its employee recognition program, increased its in-house trainine offerines, and continues to provide ta~eted and comprehensive HR services. P.2 The County Manager will provide to the Board an annual pay plan as part of the budget that will provide for an 2. :;- organized means for salary administration. RESULTS: Again this year, the Human Resources Department conducted the annual compensation and benchmarking survey with in-house resources. The study revealed that the County's compensation plan is generally competitive with equally sized and situated agencies. The FYI1 Compensation Plan, with no adjustments to pay ranges, was approved by the BCC on September 28,2010. The HR Department wi!! submit the FY12 Pay Plan far BCC approval at its September 27. 2011 meeting. The following area of Growth Management supports Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management - To responsibly plan and manage community growth, development, redevelopment, and protect the natural environment and SF A. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. 6 Packet Page -314- -Ii . e e 9/27/2011 Item 10.A. ,'-' GROWTH MANAGEMENT Below Standard 1 Meets Exceeds Standard Standard 2 3 G.l The County Manager will ensure that the Land Development Code (LDC) is responsive to community needs and consistently applied. The BCC will provide .3 guidance to the staff to these ends. Complete development of an Administrative Code. RESULTS: The proposed new Administrative Code is expected to be delivered to the Development Services Advisory Committee (DSAC) and the Collier County Planning Commission (CCPC) by October 2011 for their review and recommendations, with BCC review and approval scheduled for the end of calendar year 2011. Staff is also preparing recommended LDC updates and a draft administrative review process for routine approvals, minor deviations to the LDC and minor amendments to PUDs. Staff briefed the BCC on this effort on June 28, 2011. G.2 The County Manager will continue to implement measures to improve customer service in Growth Management Division (GMD). Expected outcome is to get permits and development review items back to the .3 customer within established standards, and to reduce the number of repetitive reviews. RESULTS: In January 2010, the Growth Management Division's (GMD) Business Center and Client Services sections were formed to address and remove redundant business processes by combining similar land use and building permit functions. As a result of this business initiative, staff was able to deliver more responsive and personalized service to their customers and significantly decrease overhead and operational costs. ,,-., In June 2010, the GMD revised the building permit application and review process. reducing the required number of plan sets and the total number of days to review building plans. Tracking data on these reviews has documented that reviews are meeting or exceeding established standards and no refunds for untimely reviews have been issued. Additional value added services implemented tbis year include an electronic plan submitta.l and review option and a credit card payment option for clients. Customer and industry feedback to the chan2es implemented to date have been verv positive. G.3 The County Manager will provide staff coordination through a senes of citizen committees to study and 0 implement numerous community planning initiatives. RESULTS: Staff provides administrative and technical support to a variety of on-going community planning initiatives including the following: Citizens Advisory Committee (CAC), Technical Advisory Committee (TAC), Pathway Advisory Committee (pAC), Development Services Advisory Committee (DSAC), Environmental Advisory Council (EAC), Historical and Archaeological Advisory Board, Productivity Committee, Flood Plain Management Committee (FPMC), Community Traffic Safety Team, Master Mobility Plan citizen stakeholders, East of 951 Horizon Committee, Civic Associations, MPO meetin2s, MSTU Boards, Local Coordinatin!! Board (LCB). ~ 7 Packet Page -315- ,<II ~ w ~ " 9/27/2011 Item 10.A. G.4 The County Manager will prepare for adoption of a financially feasible Annual Update and Inventory Report (AUIR) and amendment of the Capital Improvement ":> Element (CIE) of the GMP with the CIE found in -.::> compliance by the Florida Department of Community Affairs (DCA . RESULTS: The 2010 AUIR/CIE was approved by the BCC on November 10,2010. After a number of modifications, the DCA accepted the CIE on April 11, 2011. The 2011 AUIR/CIE is on schedule to be reviewed and approved by the CCPC by October 31,2011 with the BCC scheduled for a roval at a s ecial November 15, 2011 hearin . The following areas of Capital Project and Financial Management support Strategic Focus Areas SF A. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SF A. 4. Infrastructure and Capital Asset Management - To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future; and SF A. 6. Governance- To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. CAPITAL PROJECT MANAGEMENT Below Meets Exceeds Standard Standard Standard 123 CP.1 The County Manager will provide a capital budget that will clearly describe the capital projects proposed for the following fiscal year along with the proposed means for fundin such roO ects. RESUL TS: The FY 2011 adopted budget, as well as the FY 2012 proposed budget, contains I a comprehensive annual capital improvement program section which provides a detailed description of actual and anticipated capital revenue sources and expenses by fund and ro . ed. CP.2 The County Manager will provide regular updates to the County Commission on key capital projects in a manner which is eas to understand and time I . RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific capital projects. Combining the annual AUIR and CIE provides the Board an integrated, comprehensive review of the capital program that addresses level of sen--ice standards s ecific ro' ect details and com lete fundin lans. CP.3 The County Manager will ensure that for each key capital project that there is clearly established responsibility, budgets and schedules for each. The Manager will also implement business processes that will control costs and cost overruns. RESULTS: An integrated automated tracking system continues to be utilized by all divisions to monitor project results. Agency wide systems have been implemented to standardize and improve our capital project planning, execution and administration. In addition to the im rovements made in the AUIR and ca ital bud etin rocesses mentioned 3 5 1..5 8 Packet Page -316- .oM . e . 9/27/2011 Item 10.A. ~ earlier in this review, efforts to improve systems of procurement, contract management, value engineering, change order utilization, contractor performance compliance and regular staff trainin are on- oin . FINANCIAL MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 F.l The County Manager will present an opportunity annually, prior to the development of the annual budget, for ~ the County Commission to have a policy level discussion regarding the next year's annual budget. RESULTS: Annually, the County Manager provides the BCC with recommended polices and measures to guide the development of the Collier County budget. The FY 2012 proposed budget policy was reviewed and endorsed by the Productivity Committee and adopted bv the Board on February 22, 2011. F.2 The County Manager will develop an annual budget that will be presented to the County Commission in workshop format and then again in accordance with statute for public 3 participation through a series of two separate public hearings. RESULTS: The proposed FY 2012 County budget was presented to the Board during the annual workshop held on June 16,2011. A millage neutral proposed budget was presented and the maximum ad valorem millage rates were set on July 26, 2011. Public hearing dates in September were confirmed for September 8 and 22, 2011. F.3 The County Manager will present a budget for FY 12 that will be in keeping with State mandated property tax reforms 5 and meets BCC guidance. RESUL TS: In keeping with the Board's guidance, a millage neutral budget was presented resulting in a 3% reduction in the general fund with no significant reductions in front line I services, no planned lay-oITs or furloughs, no new user fees, no planned facility closures and no new position requests. Annual debt service is fully funded and compliant with BCe Debt Management policy and general fund contingency reserves have been increased to compl)' with budget guidance. This was a significant accomplishment given the 5.1 % reduction in County wide taxable property values and the challenges presented by the local economic recession. F.4 The County Manager will provide annual updates of user fees and other non-Ad Valorem revenue, i.e. impact fees, 3 grants, etc. RESULTS: User Fees: No new.fees or increased fees were issued in FY2011, nor are any planned in FY2012. Staff will evaluate the market competitiveness of current fee structures and make any recommendations in conjunction with the FY 2013 budget policy proposal. Impact Fees- Impact Fee studies that commenced or were in process in FY 2010 have all been completed, with the exception of School, which is awaiting the transmittal of the School Board recommendation. Additionally, the impact fee indexing cycle for FY 2010 was completed for Community and Regional Parks and Correctional Facilities. Road Impact Fees were reduced bv 42%. In October 2010, the Board approved a 50% reduction of the ~I ~ 9 Packet Page -317- '" 9/27/2011 Item 10.A. r--... w then current School Impact Fee rates, based on the School Board's recommendation. This reduction is scheduled to remain in place until October of 2012, at which time the rates will be revaluated. The current study, described above, is being completed in order to comply with local and statutory requirements for impact fees studies. Due to the timing of the adoption of the above studies and indexing, the 2011 indexing will be prepared in the fall of 2011. This indexing will include Road, Parks, Library, Government Buildings, Law Enforcement, Dependent Fire, EMS and Correctional Facilities. Required fuD studies scheduled for 2012 include Road, Parks and Correctional Facilities. ,.-. Grants-The FYI0 annual Grant Report was presented to the Board of County Commissioners on December 14,2010. In FYI0 78% of grant applications were awarded for a total award amount of $38 million. As of August 31, 2011, $39 million in grant funding has been submitted for FYll, with a success rate of 99% for those that have had a funding decision determined. Approximately $10 million of current funding requests are still pending award by grantors. The final FYll report will be presented to the BCC in November 2011. F.5 The County Manager will work cooperatively with the Clerk of Courts on the preparation of the CAFR and respond promptly and thoroughly to any issues raised by the external auditors. RESULTS: The year ending September 30, 2010 Comprehensive Annual Financial Report (CAFR) was accepted by the Board on March 8,2011. The County Manager's Agency works closely with the Clerk's Finance Department in reviewing audit comments and addressing any audit questions. An internal audit oversight committee consisting of representatives from both agencies has been established to help facilitate production of a thorou~b and timely annual external audit. ~ G02!S for Fiscd Year 2011: As a reminder, each goal for the Fiscal 'Year will also be evaluated and viiI! represent 60% of the annual evaluation weight. 1. Execution of the County's 10 Year Stratel!ic Plan. Continue execution of the County's 10- Year Strategic Plan and alignment of the entire County Manager/BCC Agency organization around that plan by integrating multi-year business plans, annual operational work plans and individual perfonnance goals and objectives. Develop a system of integrated strategic, operational and budget planning with related perfonnance measurements. Conduct an annual or bi-annual BCC Strategic Planning Workshop. RESULTS: First year implementation of an integrated strategic, operating and budget planning cycle is in progress (and will be referred to as the Planning and Performance Management Lifecycle). An updated and enhanced strategic plan was approved by the Bee in March. Staff then created 5 and 1 year business plans and performance measures for FY 12 that are aligned to the budget. " 10 Packet Page -318- ... 9/27/2011 Item 10.A. .-., . Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratine: ~ 2. Lone: Range Plannine:. Continue to develop and execute a variety of long range planning initiatives including the following: . Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011. . Completed. Adopted by tbe BCC on January 31, 2011, submitted to DCA on February 9, 2011 and found in compliance by DCA on April 15, 2011. . Complete the Master Mobility Plan by September 2011. . The original schedule was modified to accommodate requests for additional public involvement. Tbe current schedule calls for submission of the draft Master Mobility Plan to the BCC in November and the final on December 13, 2011. A website has been established and 2 public stakeholder meetings have been conducted with 3 more planned in October and November. e . Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by January 2011. . Parks and Recreation brought the master plan to the Board of County Commissioners for approval on February 22, 2011. The Board of County Commissioners directed staff to create more opportunities for vetting the master plan with the public. Public meetings with the Commissioners were held on April 6, 2011 at South Regional Library and April 7, 2011 at University Extension Office. Feedback from tbese public meetings along with recommendations for adoption of the Parks and Recreation Master Plan are scheduled for presentation to the Board of County Commissioners at their September 13, 2011 regularly scheduled meeting. ~ . Complete the Long Range Transportation Plan Update by January 2011. . The final Plan was approved by the MPO Board on December 10,2010. e . Develop a Surface Water Master Plan that integrates the results of the Watershed Management Plan, Flood Plain Management Plan and Storm Water Management Plan by February 2011. . In November 2010, the BCC approved a change to the schedule to allow the public greater opportunity to provide input to the Watershed Management Plans (WMP). In order to receive as much public input as possible, staff has conducted the following meetings and presentations: EAC (7), DSAC (2), CCPC (5), General Public Meetings (8). Staff expects to bring the final recommendations to the BCC by October 31, 2011. The Floodplain Management Plan Update Report was approved by the BCC on June 14, 2011. ~ 11 Packet Page -319- :i 9/27/2011 Item 10.A. ,..-.., ., . Complete the 20 I 0 Census and bring redistricting options/maps to the BCC in late summer 2011. · Staff is still on schedule to hold public hearings and submit map options to the BCC for consideration in September 2011. A Project Management Plan, proposed redistricting criteria, and hiring a consultant to provide an independent review of the process was accepted by the BCC on April 26, 2011. The School Board has agreed to use the same boundaries as the BCC. Staff completed five (5) alternative maps on July 6, 2011. Meetings with County Advisory committees and the general public were conducted in August. This item is scheduled for presentation to the BCC on September 13, 2011. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating '2.., 5 ..-. 3. Improved use of technololZV and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency-wide electronic document/records management system. Develop additional opportunities to transact business w/customers on-line. RESULTS: Efforts continue to transact more business with customers on-Hne. The Airport Authority, Communication and Customer Relations, DAS, Library, EMS, Parks, Soiid Waste, Growth Management and Utility Billing Customer Service now accept credit cards for certain on-line transactions. GMD has also initiated electronic submission of applications for "single trade permits." Upgrades to the automated budget and agenda management systems were also implemented to improve efficiency. Below Meets Exceeds Standard Standard Standard 1 2 3 r Ratin!!: ~ S " 4. Succession Planning. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross-training, employee development, and succession planning endeavors. 12 Packet Page -320- .. e e . 9/27/2011 Item 10.A. RESULTS: Graduated the first class of the Succession Planning program and selected candidates for the second group, who began a two year program geared at developing promising supervisors into strong management candidates. In-house training programs are now the Agency's primary source of employee development and numerous programs are offered through our HR department in subject matter ranging from management and leadership to communications and inter-personal skills to personal improvement to technical skills. Below Standard 1 Meets Standard 2 Exceeds Standard 3 5. Continued development of the Federal and State Legislative PrOlrrams. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. RESULTS: The approved federal agenda was presented to the congressional delegation and agency officials during the D.C. trip in March, 2011. In May, Governor Scott signed SB 2152 which includes language that dedicates excess toll revenue from the Alligator Alley toll road to develop and operate a fire station at Mile Marker 63 to provide fire and rescue services on the Alley - a critical public safety need. Staff accompanied two commissioners to Tallahassee for FAC Legislative Day and meetings with the Governor, cabinet officials, and agency directors during the 2011 legislative session. The BCC set its 2012 state legislative priorities at the July 26,2011 Bee meeting. .~ Below Standard 1 Meets Standard 2 I Exceeds Standard 3 6. Successful capital proiect management. FYl1 will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects of Interest: . Collier Boulevard from Davis Boulevard to Golden Gate Main Canal . Contract awarded to Astaldi at 6/14 BeC Meeting. Construction Engineering and Inspection (CEI) contract was awarded to Atkins on June 28, 2011. Notice to Proceed (NTP) was issued to Atkins for CEI services on August 26, 2011. NTP will be issued to Astaldi to commence construction by October 1, 2011. This project has been ~ 13 Packet Page -321- ~ 9/27/2011 Item 10.A. ~ -- combined with and is following the same construction schedule as the Davis Boulevard from Collier Boulevard to Radio Road Project (see below). . Oil Well Road Multi-Laning . Construction 60% completed. Anticipated completion by early Summer 2012 . Davis Boulevard from Collier Boulevard to Radio Road · This project has been combined with and is following the same construction schedule as the Collier Boulevard from Davis Boulevard to Golden Gate Main Canal project (see above). An advancement with reimbursement Joint Participation Agreement (JPA) with FDOT was executed and provides for FDOT to reimburse up to $20M for the combined project in ten quarterly payments beginning after July 1, 2012. . Obtain approval from the FHW A and FDOT of Interchange Justification Report (UR) for Everglades Boulevard Interchange at 1-75 . Draft ofIJR to be completed by December 30, 2011 ,-. · North County Water Reclamation Facility Alignment Project · All aeration basin repair and replacement work is complete. All odor control work is complete. Bleach facility upgrades are complete. Both pond linings are complete. Substantial completion was the end of August 2011. Final completion is slated for the end of November 2011. · North Collier Regional Water Treatment Plant Water Quality Sustainability Project .. Degasifier units 1 and 2 placed into service in December 2010. Degasifier units 3 and 4 piaced into service in March 2011. Final project completion was July 15,201 1. . La.rldfil! Gas to Energy Project · The Landfill Gas to Energy Facility received a Certificate of Occupancy on May 6, 2011, and began exporting power to Florida Power and Light. The County received its first payment for gas sales from Waste Management Renewable Energy Inc., on June 20, 2011. · North Collier Recycling Center · The project was completed the end of August 2011, ahead of schedule and on budget. " 14 Packet Page -322- -M 9/27/2011 Item 10.A. ,-.., e RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rati02 I~ B. Other Significant County Projects: . FPL and Collier Boulevard Greenway Projects . Completed February 2011 . Lely Area Storm Water Improvement Project (LASIP) . Two LASIP Projects: Northwest Royal Box Culvert and Whitaker Road Weir Swale Improvements and Box Culvert were awarded by the BCC on January 25, 2011 for construction and the construction is underway. As of June 2, 2011, 37% of the work completed. Fifteen (15) other LASIP projects are in various phases of design and rigbt- of-way acquisition. The LASIP projects are progressing on schedule per the Construction Plan schedule. e . Design and permitting for permanent Transfer Station construction at Collier County Government Center . Design and permitting currently scheduled to be let to bid for construction by October 2011. ,,-. c. Naples Depot Renovation It The building restoration and exhibit plan was completed and the Naples Depot Museum was reopened to the public on January 7, 2011. The facility is fully staffed and open to visitors six days per week with over 90% of its permanent exhibits in place. Final exhibit installation will be completed by December 2011. . Bluebill Avenue Public Beach Access, Restrooms fu"ld Intersection Improvements . This project will be split into two parts; the walkover, turnaround, drop off and infrastructure was approved by the BCC on July 26, 2011 with substantial completion scheduled by December 1, 2011. The bathroom building will not be constructed until the proposed AE zone FEMA Flood Map designation is adopted. -e . Gordon River Greenway . Currently, the project is at 60% design. Rezoning of the park was completed summer 2011. Planned design to be presented to the BCC in November 2011. ~ 15 Packet Page -323- '. 9/27/2011 Item 10.A. ~ . . Wiggins and Clam Pass Dredging . Wiggins Pass Maintenance Dredging was completed in March 2011. Clam Pass Tidal Flushing Maintenance Dredging permit is still pending from Florida Department Environmental Protection and The United States Army Corps of Engineers based on an outstanding Biological Opinion from United States Fish and Wildlife Service. · Margood Park · Construction began on July 6, 2011. Initial project construction to include installation of bocce ball, volleyball, horseshoe pit, clearing of property, and establishment of parking area for kayak/canoers. . Bayview Boat Park · Phase I completed in January 2011. The design of Phase II and III is proceeding and permits are expected to be issued by the end of calendar year 2011. . Immoka1ee South Park · Contract awarded; construction to be completed by spring 2012. ~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 13 I Rating ~Js I 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process · Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 20 II. Staff has implemented Phase III (Building Plan Review, Inspections, and Contractor's Liscening) of the City View application and expects to go-live with the final phase of portal in September 2011. ~ · Complete and field the first phase of electronic plan submittal and reviews no later than January 2011. Staff is currently accepting and reviewing single trade permits via fax, email, and pdf file exchange, and reviewing digitally. In June 2011 the Board of County Commissioners approved a contract with the County's current ECM provider (SIRE) to provide their Active Review Module to support the digital 16 Packet Page -324- ... e RESULTS: e RESULTS: .e 9/27/2011 Item 10.A. ,,-. review and mark-up of building permits, land use submittals, and capital project plans. The anticipated go-live for this application is January/February 2012. . Implement credit card payment system in GMD no later than January 2011. Completed in December 2010. Process in place and Website active for online payment. Below Meets Exceeds Standard Standard Standard 1 2 3 r Ratio!!: 2- 5 B. Grant Program Management - Continue efforts to improve all aspects of County grant program management through consolidation of resources and centralized administration of acquisition, compliance, accounting and reporting requirements. The Grants Management Office was strengthened with the hiring of two grants accountants to provide agency-wide assistance with grant compliance. As the volume of grant funded initiatives increases, this highly specialized skill set becomes more in demand. While the program began its efforts in the HHSV and Transportation areas, this is a county-wide resource designed to ensure full compliance nrith the complex requirements associated \1!lith the use of grant funds. ,,-. Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratin!!: t. Ii C. Continue to refme and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Due to the transition to the new planning and performance management lifecycle, OpsTrack was suspended for FYll. However, new, more meaningful ~ 17 Packet Page -325- 9/27/2011 Item 1 a.A. r- " measures have been developed and quarterly monitoring wiD begin in FY 12 that includes projection trending for a five year horizon. In April, Citizen Centric Performance Measures focus groups were held to provide additional feedback. Measures identified wiD be transitioned into the FY 12 performance management cycle. RESULTS: Below Standard 1 Meets Standard 2 Exceeds Standard 3 ~ D. Improve emergency preparedness planning and response capabilities. ,,-. . Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. Collier County Emergency Management and the Collier County Health Department maintain plans, polices, procedures and resources should another outbreak occur. The threat of pandemic for this flu season has been low. On-going monitoring and coordination with the State and Federal health officials will continue indefinitely to ensure reasonable planning assumptions and local capabilities. · Continue efforts to build our emergency management program in a fashion so as to meet or exceed national requirements for accreditation under the National Emergency Management Accreditation Program and National Fire Protection Association (NFP A)-Standard 1600. Collier County Emergency Management staff has completed all document submission for pre-accreditation assessment. Emergency Medical Services and MedFHght have completed 80% of their review and submission for national accreditation for those respective organizations. Accreditation for" EMS and MedFlight should be completed by 4th Quarter of 2011. · Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances. Approved legislative support from the Board of County Commissioners resulted in the successful efforts to advocate passage of legislation (SB-2152) that was signed by Governor Scott May 26, 2011 that dedicates surplus toll revenues for the development and annual operation of a Collier County Fire/EMS facility at Mile Marker 63. Collier County and Ochopee Fire held a preliminary kick-off meeting in August of 2011 to develop a project charter and discuss facility location and construction options. · Continue efforts to address the ALS/BLS delivery system studies in conjunction with the Board of County Commissioners and the Blue Ribbon Task Force recommendations. The Blue Ribbon Task Force has completed its presentations and work- session with the Board of County Commissioners. A draft public safety committee ordinance is currently under review with stakeholders. " 18 Packet Page -326- ;z 9/27/2011 Item 10.A. e . Evaluate cost-benefit of contracting with local hospital systems for inter-facility transports. Cost benefit and operational analysis concluded that County EMS should maintain primary responsibility for Pre-Hospital Emergency Medical Services and private hospitals should retain primary responsibility for patient transports between their facilities. . Prepare ambulance fee update study. The Board of County Commissioners did not endorse any rate increase studies. Staff will continue to monitor rate fees around the state and review with its billing consultant as needed. ~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratin!! 2- ~ e E. Asset Management - Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County infrastructure and assets. . Implementation of an Asset Management system was initiated by Public Utilities. The initial needs assessment for the project was completed resulting in the specifications for engaging a consultant to develop an implementation plan. This engagement will result in the specifications for a system design and is intended to be scalable and adaptable throughout the organization. A recommendation is forthcoming to the BCC in September, 2011. ~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratin!! , t:;' F. Business Process and Performance Improvements. . Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly reporting approach to improve visibility of existing and imnroyed internal controls. XCEL is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the d'[ectiveness of internal controls. This effort is on-going. e ~ 19 Packet Page -327- .'R 9/27/2011 Item 10.A. ,..-..\ w . Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. In FY 11, staff has undertaken three Kaizen style process improvement or similar initiatives, plus the rollout of the strategic planning and performance measures process improvements. In addition, began a project to implement electronic plan submittal and review, a significant process improvement for the agency; and have started an in-depth process and system analysis of the capital project processes of the agency. Finally, to maintain currency on best practices, Collier initiated a local government process improvement consortium which has held three quarterly meetings and is focused on exchange of methods for improving government operations. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratine: 2.... ,.- G. Energy Management & Conservation - continue efforts to reduce energy consumption and promote a sustainable environment. · Continue aggressive management and execution of the Energy Efficiency Conservation Block Grant (EECBG) program. Collier County has been aggressively implementing this cross-divisional federal grant and has obligated all funds for projects that include lighting retrofits, solar panels on utility carts, mechanical improvements, improvements to traffic flow, energy efficient technology training for building reviewers and inspectors and a multi-faceted planning effort aimed at reducing vehicle miles traveled. The Department of Energy performed two on-site monitoring visits and aU comments received to date indicate that Collier County is managing an exemplary project. · Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county property owners to make energy efficiency and wind resistance improvements to their homes with loans repaid as special non-ad valorem assessments of their property tax bill. The BCC authorized staff to release a Request for Information (RFI) for models and senrices to administer aPACE program. The RFI yielded two potential providers and will be evaluated by the task force in September for a recommendation and update to the BCC in October or November 2011. Staff continues to monitor progress at the federal level and recently introduced legislation that would allow state programs to proceed. 1'. 20 Packet Page -328- .-~ 9/27/2011 Item 1 a.A. e . Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Staff continues to believe this is a viable option, however, the initial capital investment is significant and implementation slow as it requires costly conversions or replacing rolling stock. Most funding opportunities require cost sharing, the sources of which have not been identified. Staff continues to explore partnership opportunities that might offset the initial capital outlay. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratin!! 2... e H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. . Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include, enforcement of abandoned properties and implementation of the BCC-approved foreclosure initiatives. Provided monthly updates on Code Enforcement website for foreclosure resources and participated in scheduled Foreclosure Task Force events for community members. . Promote the purchase, renovation and resale of abandoned and foreclosed properties to qualified buyers. In FY 2011, using Neighborhood Stabilization Program (NSP) funding, a total of fifteen (15) foreclosed properties have been acquired. Renovation has been completed on sixteen (16) previously purchased NSP properties, and renovation is ongoing at six (6) properties. In FY 2011, a total of ten (10) homes have been resold to qualified buyers. ~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 r Ratin!l; J - I. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared 'Economic Emergency'. . Attain Return on Investment from advertising and promotion at an average of $17 for each $1 spent. ~ 21 Packet Page -329- ~.l: 9/27/2011 Item 10.A. ~. The Return on Investment for each dollar invested in destination advertising and marketing as compared to visitor spending resulting from that investment is calculated at $19.50 for Quarters 1,2 and 3 of FY 11. This is down $1.15 from FY 10 due to the slow economic recovery resulting in low hotel rates and reduced consumer spending. . Grow year-round hotel occupancy levels to 72%. Hotel Occupancy as calculated through June of 2011 stands at 72.2% up 4.4% over the same period in 2010. The slower July-September period will bring the fiscal year average down, but we are predicting we will end the fiscal year at 64%, up 1.3% over 2010. . Develop a plan to increase the athletic/sporting event market in the County. The number of visitors and participants attending amateur sports events in our community continues to grow with hotel room nights at 6,185 through June as compared to 4,218 for all ofFY 10. . Coordinate stakeholder input regarding potential reallocation of TDC revenues and present findings to BCC in a workshop by end of November 2011. A new TDC sub-committee held their first meeting on April 1, 2011 and those meetings continued through August with public input. We plan to review the recommendations with various community stakeholder groups and plan to report to the BCC by November, 2011 on the committee's recommendations. " RESULTS: ~ Below Meets Exceeds Standard Standard Standard 11 2 ,3 I Rating 2- .I. Business and Economic Development . Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. In August 2010, the Manager co-hosted a series of six "economic climate" workshops with 90 of Collier County's business leaders to solicit ideas for improving the local economy. I have also worked collaboratively with the Chamber and Hodges University to gather information from comparable local governments about the structure and function of economic development programs. That effort is continuing into a more detailed second phase of data collection and analysis. This effort is scheduled for completion by the end of 2011. .1' In March 2011, the BCC authorized the staff and the EDC to conduct a series of public workshops to solicit input and develop a new plan for promoting 22 Packet Page -330- . 'Ii e RESULTS: e - 9/27/2011 Item 10.A. ,,-. economic and business development in the County. The results of that work will be the subject of a workshop on September 23, 2011. . Develop a plan to improve the competitiveness of the County's economic incentive programs. Research into alternative incentive program information is on-going. Final plan recommendations will be contingent on BCC directions coming out of the September workshop. . Develop a modified Fast Track Permitting process. Fast Track modifications are expected to go before the BCC for consideration in early 2012. . Work with the EDC to explore opportunities to improve the results and accountability of the public /private partnership. Options to tbe current structure and functions of tbe public/private partnersbip with tbe goal of improving Collier's competitiveness, results and accountability will be a primary discussion point at the September 23, 2011 BCC worksbop. Below Standard 1 Meets Standard 2 Exceeds Standard 3 ,,-. ~ 23 Packet Page -331- ,,-. - .---. -..J ~ 9/27/2011 Item 10.A. Commissioner's Comments: -:=:~t:"Q1-":4U"j-:f ~3;:::;~ ~;~ ~ t-.- "-:J or:. j:~! - 0, ~~.' ~: ; ~-/, ;:, .,;..~. ~ · ~ - - 0" - - "^"--- o '-=- ~ - .,::... ,It, ., d.l ~ _ ';,~. ~ A L ~J _.~ - .~"' .,~"- , ^> ----J f\ (""- ~ 24 Packet Page -332- 9/27/2011 Item 10.A. .-.... Commissioner Coletta District 5 ,.-.... ~ Packet Page -333- ~.. Cble:.~/~7/2011Item 10.A. .--.. eolflT County _ T- ~--.. _ Office of the County Manager MEMORANDUM Date: September 1, 2011 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: FY2011 Performance Review ~ Consistent with the requirements of my employment agreement, please find enclosed my Self Appraisal for fiscal year 2011. It has been a year of significant change and difficult challenges for our organization, but I believe with your support and the tremendous work of our dedicated staff, much was accomplished. Please return your graded packets to me on or before September 19, so that I may consolidate the grades for presentation at the September 27, 2011 Board meeting. If you would like to meet to discuss your rating, please let me know and I'll make the arrangements. In keeping with our past practice during these difficult budget conditions, I will decline any merit payor base salary adjustment to stay consistent with the restrictions applied to the rest of the County work force. Thank you for granting me the privilege of serving as your County Manager. ~ Packet Page -334- 4 9/27/2011 Item 10.A. ~ FY2011 Action Plan Leo E. Ocbs, Jr., County Manager The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. He is by ordinance to provide leadership for the day-to-day operations of the employees of the Board of County Commissioners. The following Action Plan is developed in an effort to provide clear expectations for the County Manager for the period from October 2010 through September 2011. The Action plan is based on the broad areas generally expected to be performed by the Executive Officer, including: communications, leadership, organizational direction, fmancial oversight, personnel, growth and capital project management. This part of the action plan represents 40% of the annual evaluation weight. Each Goal for the fiscal year will also be evaluated and will represent the remaining 60% of the annual evaluation weight. These areas are further categorized as to their pertinence and support of the FY 10 Strategic Focus Areas (SFA) and their Goals for Collier County that are enumerated below: It is Collier County's Vision - To Strive to be the Best Community in America to Live, Work, and Play. From this Vision flows the statement of our County's Mission - To Deliver High Quality, Best- Value, Public Services, Programs, and Facilities to Our Residents and Visitors. The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals: ~ SF A. ]. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SF A. 2. Gro'Wih Management - To responsibly plan and manage community grovvth, development and redevelopment, and protect the natural environment. SF A. 3. Community Health, Wellness and Human Services - To improve the quality of life and promote personal self-reliance and independence. SFA. 4. Infrastructure and Capital Asset Management- To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future. SFA. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. SFA. 6. Governance - To sustain public trust and confidence in County government through sound public policy, professional management, and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. ~ Packet Page -335- ~ ~ 9/27/2011 Item 10.A. Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRAlappraisal form. Score 1 Below Standards 2 Meets Standards ~. 3 Exceeds Standards Result . Some improvements and/or early good performance levels in a few areas . Results not reported for many to most areas of importance to the organization's key business requirements . Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements . No pattern of adverse trends and no poor performance levels in areas of importance to the organization's key business requirements . Some trends and/or current performance levels-evaluated against relevant comparisons and/or benchmarks--show areas of strength and/or good to vel)' good relative performance levels . Business results address most key customer, market, and process requirements . Current performance is excellent in most areas of importance to the organization's key business requirements . Excellent improvement trends and/or sustained excellent performance levels in most areas . Evidence of industry and benchmark leadership demonstrated in many areas . Business results fully address key customer, market, process, and action plan requirements i Final Standard Rllting I Needs Improvement Meets Expectations I Exceeds Expectations I I Scale I 1.00 - 1.66 I 1.67 - 2.33 2.34 - 3.00 ~ Packet Page -336- .. 9/27/2011 Item 10.A. ~ Honorable Board of County Commissioners: I'm pleased to present to you the accomplishments achieved under the County Manager's FY2011 Action Plan. This past year has again been an exceptionally challenging and rewarding year for County government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer expectations, County staff has continued to deliver high-quality, best-value services, programs and facilities to our residents and visitors, as detailed throughout this Action Plan report. I lead a first-rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and developing a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency's vision of becoming the best community in America to live, work and visit. While every area of this performance report has received specific attention during this review period, the following important issues received my highest attention and priority this past year. Budaet and Financial Manaaement The Board once again set rigorous budget guidance for FY 2012 requiring no increase in property tax rates, despite a 5% average reduction in taxable property values County-wide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in operating hours and no planned layoffs or furloughs in FY 2012. in addition, staff maintained a fully funded and policy compliant debt management program and maximized opportunities to stabiitze and lower debt service costs. Despite additional reductions in ad valorem general fund revenues in FY 2012, staff was able to increase the fund's reserve position by approximately $4M and achieve the 2.5% contingency reserve policy objective established in budget guidance. Finally, the Board received a favorable year ending FY 2010 Consolidated Annual Financial Report with fewer findings than the previous audit period. ~ Economic Recovery and Business Development With Board support and endorsement, staff has continued the efforts begun last year to establish a more customer focused business and regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Significant progress has been made in processing building permit applications and land use reviews, streamlining regulations and managing costs. Staff has also worked closely with the Economic Development Council, Chamber of Commerce and community business leaders to evaluate and develop alternatives to the current public-private partnership formed to promote business ~ Packet Page -337- 9/27/2011 Item 10.A. ~ and economic development. Concepts and recommendations will be presented for BCC consideration at the September 23, 2011 EDC workshop. Oraanizational Effectiveness and Accountability I have continued to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and satisfy our customers' reasonable expectations. We have integrated performance measurement and benchmarking into our strategic, operational and budget planning efforts. We continue to implement business process improvement initiatives in an effort to eliminate waste and improve the quality of our services. We continue to conduct formal assessments of our business risks and make efforts to improve our financial and operational accountability. We strive to be a self-initiating, self-correcting organization that takes proactive measures to avoid mistakes and, when mistakes occur, moves decisively to implement corrective measures and procedures to avoid similar problems in the future. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to provide best-value services and programs in these very challenging times. ~. ~" Packet Page -338- -Ail 9/27/2011 Item 10.A. ~ The following areas of Communications; Leadership/Organizational Direction; Personnel Management support the Strategic Focus Area 6 - Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. COMMUNICATIONS Below Meets Exceeds Standard Standard Standard 1 2 3 C.l (Internal) The County Manager will be expected to 3 provide the BCC with timely and accurate responses to requests for information, as well as, coordinating drafts for plans, fees and controversial ordinances with the BCC members before the information goes public. RESULTS: Staff responses to BCC inquiries have been timely, accurate and thorough, with very few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with each Commissioner, which are also used to provide regular updates on items of specific interest. In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal meetings, telephone contacts and e-mail communications. Concerted effort has been made to provide timely notifications, read-ahead material, and advanced briefin!!s on all hi!!h profile upcomin!! a!!enda items and media issues. C.2 (External) The County Manager will be expected to 3 provide information to the public through a minimum of one speaking enga~ement per month on average, as well as, developing new means to provide information to the public regarding County information. RESULTS: The County Manager has spoken at 16 public engagements during the past year including local TV and radio news programs, business and industry associations, civic and homeowner associations and numerous service clubs. I In addition to the more conventional methods of public information, Twitter, Facebook and YouTube accounts for the County Manager's Agency were launched in the past year - expanding the communication channels used to provide information to residents and visitors. The County web site continues to be an informative, accessible and useful site for thousands of visitors each month who are seeking information about County services and programs. A mobile version of the county website compatible with smart-phones has been established. Web site streaming video has been made compatible for Mac users. Staff continues to explore the use of other mobile technologies as part of an evolving customer service stratet!Y. C.3 (External) The County Manager will be expected to 3 ensure that the organization has systems in place to ensure that the general public is responded to in a timely and accurate manner. Also, improve Public Relations by providing more understandable and complete information to the public. RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable method for intake of constituent service requests and comolaints, as well as a useful ~ ,-- Packet Page -339- ... r-- /"""', ---. 9/27/2011 Item 10.A. tool for tracking these items to completion and reporting results. 323 AIMS issues were recorded, managed and resolved thru August 31, 2011. For FY 2011, response rates for constituent contact on/before five business days is 99%, while response rates for issues closed on/before five business days is 83%. More than 700 news releases/meeting notices are issued annually. The Citizen Liaison continues to process all non-personnel public records requests in an accurate and timely fashion. 199 public records requests were processed in FY 11, through June 30. 215 were processed in FY 2010. Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between 800-1000 hours of live meetings annually, including several off-site meetings. Recent special programming included hurricane and wildfire preparedness, FEMA flood map information, and a series of videos produced for the Public Utilities Division, along with 26 new episodes of the County's pet adoption program. LEADERSHIP! Below Meets Exceeds ORGANIZATIONAL DIRECTION Standard Standard Standard 1 2 3 L.l The County Manager will ensure that there is a clear 3 direction that is communicated throughout the organization. RESULTS: A clearly defined, formally established organization structure and management chain of command is used to communicate operational objectives, policy directives and routine business information to the County workforce. Major program and service goals and objectives are aligned around the Board's strategic plan and Division five year business plans, which are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result areas. Regularly scheduled Division staff meetings have been held with attendance and input of staff from the Clerk of Courts, County Attorney, eRA & Airport Directors. , I try to engage in as much direct interaction with County staff as possible, participating regularly in events like our new employee orientation sessions, service award breakfasts, semi-annual senior management retreats and informal field visits to each operating division at least once each year. I also continue to use the employee newsletter and the e-mail system to communicate with our workforce. L.2 The County Manager will ensure that all executive 3 summary reports provided to the Board have specific and clear recommendations. RESULTS: Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. We also continue to seek ways to make the entire agenda preparation and review process easier, faster and more convenient for the BCC, staff and public to use and access. In that regard, the County's new automated agenda system, "Agenda Central" went live in early FY 2011. L.3 The County Manager will provide opportunities for the 3 Board of County Commissioners to discuss and set proactive policy direction on key community issues. RESULTS: Six workshops were held in FY 2011 giving the Board many opportunities to Packet Page -340- ..'Ii 9/27/2011 Item 10.A. discuss key community issues. Workshops with both the Naples City Council and the District School Board provided elected officials opportunities to review important public policy and service level issues. The Strategic Planning Workshop held on March 11,2011 provided an opportunity to confirm and update important areas of public policy and service standards. The EDC Workshop held the same day gave the Board of County Commissioners a forum to discuss and debate strategies and plans for the pressing economic & business issues currently facing our community. The BCC continued to be actively involved with state and federal issues, working in collaboration with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and Washington D.C. PERSONNEL~AGEMENT Below Standard 1 Meets Standard 2 2.5 Exceeds Standard 3 P.l The County Manager will ensure that the County follows the Board's established policies for the hiring and management of its em 10 ees. RESULTS: The County Manager's Office, in frequent consultation with the HR Department and the County Attorney's Office, actively manages the compensation and personnel management system, focusing on compliance with all relevant employment and labor laws and county policies. Several updates to agency policies and procedures were completed in the past year. The HR Department maintained its employee recognition program, increased its in-house trainin offerin s, and continues to rovide ta eted and com rehensive HR services. P.2 The County Manager will provide to the Board an annual 3 pay plan as part of the budget that wi\l provide for an oraanized means for sal administration. RESULTS: Again this year, the Human Resources Department conducted the annual compensation and benchmarking survey with in-house resources. The study revealed that the County's compensation plan is generally competitive with equally sized and situated agencies. The FYll Compensation Plan, with no adjustments to pay ranges, was approved by the BCC on September 28, 2010. The HR Department win submit the FY12 Pay Plan for Bee a lroval at its Se temher 27, 2011 meetin!!. ~ The following area of Growth Management supports Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management - To responsibly plan and manage community growth, development, redevelopment, and protect the natural environment and SFA. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. ~ Packet Page -341- '" ~ .--.... .-" 9/27/2011 Item 10.A. GROWTH MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 G.1 The County Manager will ensure that the Land 2.9 Development Code (LDC) is responsive to community needs and consistently applied. The BCC will provide guidance to the staff to these ends. Complete development of an Administrative Code. RESULTS: The proposed new Administrative Code is expected to be delivered to the Development Services Advisory Committee (DSAC) and the Collier County Planning Commission (CCPC) by October 2011 for their review and recommendations, with BCC review and approval scheduled for the end of calendar year 2011. Staff is also preparing recommended LDC updates and a draft administrative review process for routine approvals, minor deviations to the LDC and minor amendments to PUDs. Staff briefed the BCC on this effort on June 28,2011. G.2 The County Manager will continue to implement 3 measures to improve customer service in Growth Management Division (GMD). Expected outcome is to get permits and development review items back to the customer within established standards, and to reduce the number of repetitive reviews. RESULTS: In January 2010, the Growth Management Division's (GMD) Business Center and Client Services sections were formed to address and remove redundant business processes by combining similar land use and building permit functions. As a result of this business initiative, staff was able to deliver more responsive and personalized service to their customers and significantly decrease overhead and operational costs. In June 2010, the GMD revised the building permit application and review process, r-educing the required number of plan sets and the total number of days to review building plans. Tracking data on these reviews has documented that reviews are meeting or cx'cceding established standan:!s and no refunds for untimely reviews have been issued. I Additional value added services implemented tbis year include an electronic plan submittal and review option and a credit card payment option for clients. Customer and industry feedback to the chan!!es implemented to date have been very positive. G.3 The County Manager will provide staff coordination 3 through a series of citizen committees to study and implement numerous community planning initiatives. RESULTS: Staff provides administrative and technical support to a variety of on-going community planning initiatives including the following: Citizens Advisory Committee (CAC), Technical Advisory Committee (T AC), Pathway Advisory Committee (pAC), Development Services Advisory Committee (DSAC), Environmental Advisory Council (EAC), Historical and Archaeological Advisory Board, Productivity Committee, Flood Plain Management Committee (FPMC), Community Traffic Safety Team, Master Mobility Plan citizen stakeholders, East of 951 Horizon Committee, Civic Associations, MPO meetin2s, MSTU Boards, Local Coordinatin2 Board (LCB). G.4 The County Manager will prepare for adoption of a 3 Packet Page -342- ,~ 9/27/2011 Item 10.A. financially feasible Annual Update and Inventory Report (AUIR) and amendment of the Capital Improvement Element (CIE) of the GMP with the CIE found in compliance by the Florida Department of Community Affairs DCA. RESULTS: The 2010 AUIR/CIE was approved by the BCC on November 10,2010. After a number of modifications, the DCA accepted the CIE on April 11, 2011. The 2011 AUlR/CIE is on schedule to be reviewed and approved by the CCPC by October 31,2011 with the BCC scheduled for a roval at a s ecial November 15,2011 hearin . ~ The following areas of Capital Project and Financial Management support Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 4. Infrastructure and Capital Asset Management - To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future; and SF A. 6. Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. CAPITAL PROJECT MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 CP.1 The County Manager will provide a capital budget that 3 will clearly describe the capital projects proposed for the following fiscal year along with the proposed means for funding such proiects. RESUL TS: The FY 2011 adopted budget, as well as the FY 2012 proposed budget, contains a comprehensive annual capital improvement program section which provides a detailed description of actual and anticipated capital revenue sources and expenses by fund and project. CP.2 The Count)' Manager will provide regular updates to i I 13 the County Commission on key capital projects in a manner I which is easy to understand and timely. RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific capital projects. Combining the annual AUIR and CIE provides the Board an integrated, comprehensive review of the capital program that addresses level of service standards, specific proiect details and complete fundinf! plans. CP.3 The County Manager will ensure that for each key 3 capital project that there is clearly established responsibility, budgets and schedules for each. The Manager will also implement business processes that will control costs and cost overruns. RESULTS: An integrated automated tracking system continues to be utilized by all divisions to monitor project results. Agency wide systems bave been implemented to standardize and improve our capital project planning, execution and administration. In addition to the improvements made in the AUIR and capital budgeting processes mentioned earlier in this review, efforts to improve systems of procurement, contract management, value engineering, change order utilization, contractor performance compliance and regular staff traininf! are on-f!oinf!. ~ ~ Packet Page -343- ~ ....-, ~ 9/27/2011 Item 10.A. FINANCIAL MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 F.1 The County Manager will present an opportunity 3 annually, prior to the development of the annual budget, for the County Commission to have a policy level discussion regarding the next year's annual budget.. RESULTS: Annually, the County Manager provides the BCC with recommended polices and measures to guide the development of the Collier County budget. The FY 2012 proposed budget policy was reviewed and endorsed by the Productivity Committee and adopted by the Board on February 22, 2011. F.2 The County Manager will develop an annual budget that 3 will be presented to the County Commission in workshop format and then again in accordance with statute for public participation through a series of two separate public hearings. RESULTS: The proposed FY 2012 County budget was presented to the Board during the annual workshop held on June 16, 2011. A millage neutral proposed budget was presented and the maximum ad valorem millage rates were set on July 26, 2011. Public hearing dates in September were confirmed for September 8 and 22, 2011. F.3 The County Manager will present a budget for FY12 that 3 will be in keeping with State mandated property tax reforms and meets BCC guidance. RESULTS: In keeping with the Board's guidance, a millage neutral budget was presented resulting in a 3% reduction in the general fund with no significant reductions in front line senrices, no planned lay-offs or furloughs, no new user fees, no planned facility closures and no new position requests. Annual debt senrice is fully funded and compliant with BCC Debt Management policy and general fund contingency resenres have been increased to comply with budget guidance. This was a significant accomplishment given the 5.1 % reduction in County wide taxable property values and the chalienges presented by the local economic recession. F.4 The County Manager will provide annual updates of user 3 fees and other non-Ad Valorem revenue, i.e. impact fees, grants, etc. RESULTS: User Fees: No new fees or increased fees were issued in FY2011, nor are any planned in FY2012. Staff will evaluate the market competitiveness of current fee structures and make any recommendations in conjunction with the FY 2013 budget policy proposal. Impact Fees- Impact Fee studies that commenced or were in process in FY 2010 have all been completed, with the exception of School, which is awaiting the transmittal of the School Board recommendation. Additionally, the impact fee indexing cycle for FY 2010 was completed for Community and Regional Parks and Correctional Facilities. Road Impact Fees were reduced by 42%. In October 2010, the Board approved a 50% reduction of the then current School Impact Fee rates, based on the School Board's recommendation. This reduction is scheduled to remain in place until October of 2012, at which time the rates will be revaluated. The current study, described above, is being completed in order to comply with local and statutory requirements for impact fees studies. Packet Page -344- -;;,; 9/27/2011 Item 10.A. Due to the timing of the adoption of the above studies and indexing, the 2011 indexing will be prepared in the fall of 2011. This indexing will include Road, Parks, Library, Government Buildings, Law Enforcement, Dependent Fire, EMS and Correctional Facilities. Required full studies scheduled for 2012 include Road, Parks and Correctional Facilities. ~ Grants-The FY10 annual Grant Report was presented to the Board of County Commissioners on December 14,2010. In FY10 78% of grant applications were awarded for a total award amount of $38 million. As of August 31, 2011, $39 million in grant funding has been submitted for FY11, with a success rate of 99% for those that have had a funding decision determined. Approximately $10 million of current funding requests are still pending award by grantors. The final FY11 report will be presented to the BCC in November 2011. F.S The County Manager will work cooperatively with the 3 Clerk of Courts on the preparation of the CAFR and respond promptly and thoroughly to any issues raised by the external auditors. RESULTS: The year ending September 30, 2010 Comprehensive Annual Financial Report (CAFR) was accepted by the Board on March 8,2011. The County Manager's Agency works closely with the Clerk's Finance Department in reviewing audit comments and addressing any audit questions. An internal audit oversight committee consisting of representatives from both agencies has been established to help facilitate production of a thorou~h and timely annual external audit. Goals for Fiscal Year 2011: As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the annual evaluation weight. ~ 1. Execution of the County's 10 Year Strateg;ic Plan. Continue execution of the County's 10- Year Strategic Plan and alignment of the entire County ManagerlBCC Agency organization around that plan by integrating multi-year business plans, annual operational work plans and individual performance goals and objectives. Develop a system of integrated strategic, operational and budget planning with related performance measurements. Conduct an annual or bi-annual BCC Strategic Planning Workshop. RESULTS: First year implementation of an integrated strategic, operating and budget planning cycle is in progress (and will be referred to as the Planning and Performance Management Lifecycle). An updated and enhanced strategic plan was approved by the BCe in March. Staff then created 5 and 1 year business plans and performance measures for FY 12 that are aligned to the budget. Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratin! 3 .-..... Packet Page -345- 9/27/2011 Item 10.A. ,..-... 2. Long Range Planning. Continue to develop and execute a variety of long range planning initiatives including the following: · Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011. · Completed. Adopted by the BCC on January 31, 2011, submitted to DCA on February 9, 2011 and found in compliance by DCA on April 15, 2011. · Complete the Master Mobility Plan by September 2011. . The original schedule was modified to accommodate requests for additional public involvement. The current schedule calls for submission of the draft Master Mobility Plan to the BCC in November and the final on December 13, 2011. A website has been established and 2 publh: stakeholder meetings have been conducted with 3 more planned in October and November. ---- · Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by January 2011. · Parks and Recreation brought the master plan to the Board of County Commissioners for approval on February 22, 2011. The Board of County Commissioners directed staff to create more opportunities for vetting the master plan with the pnblic. Public meetings with the Commissioners were held on April 6, 2011 at South Regional Library and April 7, 2011 at University Extension Office. Feedback from these public meetings along with recommendations for adoption of the Parks and Recreation Master Plan are scheduled for presentation to the Board of County Commissioners at their September 13, 2011 regularly scheduled meeting. · Complete the Long Range Transportation Plan Update by January 20] I. e The final Plan was approved by the MPO Board on December 10,2010. ~ Develop a Surface \Vater Master Plan that integrates the resul:s of the Vhtershed Management Plan, Flood Plain Management Plan and Storm Water Management Plan by February 201l. · In November 2010, the BCC approved a change to the schedule to allow the public greater opportunity to provide input to the Watershed Management Plans (WMP). In order to receive as much public input as possible, staff has conducted the following meetings and presentations: EAC (7), DSAC (2), CCPC (5), General Public Meetings (8). Staff expects to bring the final recommendations to the BCC by October 31, 2011. The Floodplain Management Plan Update Report was approved by the BCC on June 14, 2011. --.. · Complete the 2010 Census and bring redistricting options/maps to the BCC in late summer 2011. · Staff is still on schedule to hold public hearings and submit map options to the BCC for consideration in September 2011. A Project Management Plan, proposed redistricting criteria, and hiring a consultant to provide an independent review of the process was accepted by the BCC on April 26, 2011. The School Board has agreed to use the same boundaries as the BCe. Staff completed five (5) alternative maps on July 6, 2011. Meetings with Packet Page -346- ... 9/27/2011 Item 10.A. County Advisory committees and the general public were conducted in August. This item is scheduled for presentation to the BCC on September 13, 2011. ~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 3. Improved use of technology and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency-wide electronic document/records management system. Develop additional opportunities to transact business w/customers on-line. RESULTS: Efforts continue to transact more business with customers on-line. The Airport Authority, Communication and Customer Relations, DAS, Library, EMS, Parks, Solid Waste, Growth Management and Utility Billing Customer Service now accept credit cards for certain on-line transactions. GMD has also initiated electronic submission of applications for "single trade permits." Upgrades to the automated budget and agenda management systems were also implemented to improve efficiency. ~ Below Meets Exceeds Standard Standard Standard ,1 2 3 I Ratio" I 12.1 I 4. Succession Planning. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross-training, employee development, and succession planning endeavors. RESULTS: Graduated the first class of the Succession Planning program and selected candidates for the second group, who began a two year program geared at developing promising supervisors into strong management candidates. In-house training programs are now the Agency's primary source of employee development and numerous programs are offered through our HR department in subject matter ranging from management and leadership to communications and inter-personal skills to personal improvement to technical skills. Below Meets Exceeds Standard Standard Standard .'-" Packet Page -347- ;& 9/27/2011 Item 10.A. ~ I Ratinr; 11 12 I~ 5. Continued development of the Federal and State Legislative Programs. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. RESULTS: The approved federal agenda was presented to the congressional delegation and agency officials during the D.C. trip in March, 2011. In May, Governor Scott signed SB 2152 which includes language that dedicates excess toll revenue from the Alligator Alley toll road to develop and operate a fire station at Mile Marker 63 to provide fire and rescue services on the Alley - a critical public safety need. Staff accompanied two commissioners to Tallahassee for F AC Legislative Day and meetings with the Governor, cabinet officials, and agency directors during the 2011 legislative session. The BCC set its 2012 state legislative priorities at the July 26, 2011 BCC meeting. Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratinr; 3 .-... 6. Successful capital proiect management. FY11 will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects of Interest: f' Collier Boulevard from Davis Boulevard to Golden Gate Main Canal II' Contract awarded to Astaldi at 6/t 4 BeC Meeting. Construction Engineering and Inspection (CEI) contmct was awarded to Atkins on June 28, 2011. Notice to Proceed (NTP) was issued to Atkins for CEI services on August 26, 2011. NTP will be issued to Astaldi to commence construction by October 1,2011. This project has been combined with and is following the same construction schedule as the Davis Boulevard from Collier Boulevardto Radio Road Project (see below). . Oil Well Road Multi-Laning . Construction 60% completed. Anticipated completion by early Summer 2012 ~ . Davis Boulevard from Collier Boulevard to Radio Road · This project has been combined with and is following the same construction schedule as the Collier Boulevard from Davis Boulevard to Golden Gate Main Canal project (see above). An advancement with reimbursement Joint Participation Agreement Packet Page -348- '" 9/27/2011 Item 10.A. (JP A) with FDOT was executed and provides for FDOT to reimburse up to $20M for the combined project in ten quarterly payments beginning after July 1,2012. ~ . Obtain approval from the FHW A and FDOT of Interchange Justification Report (UR) for Everglades Boulevard Interchange at 1-75 . Draft oflJR to be completed by December 30, 2011 . North County Water Reclamation Facility Alignment Project . All aeration basin repair and replacement work is complete. All odor control work is complete. Bleach facility upgrades are complete. Both pond linings are complete. Substantial completion was tbe end of August 2011. Final completion is slated for the end of November 2011. . North Collier Regional Water Treatment Plant Water Quality Sustainability Project . Degasifier units 1 and 2 placed into service in December 2010. Degasifier units 3 and 4 placed into service in March 2011. Final project completion was July 15,2011. . Landfill Gas to Energy Project . The Landfill Gas to Energy Facility received a Certificate of Occupancy on May 6, 2011, and began exporting power to Florida Power and Light. The County received its first payment for gas sales from Waste Management Renewable Energy Inc., on June 20, 2011. ,~ . North Collier Recycling Center . The project was completed tbe end of August 2011, ahead of schedule and on budget. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratio!!: 3 B. Other Significant County Projects: . FPL and Collier Boulevard Greenway Projects . Completed February 2011 . Lely Area Storm Water Improvement Project (LASIP) . Two LASIP Projects: Northwest Royal Box Culvert and Whitaker Road Weir Swale Improvements and Box Culvert were awarded by the BCC on January 25, 2011 for construction and the construction ~ Packet Page -349- ~ 9/27/2011 Item 10.A. ~ is underway. As of June 2, 2011, 37% of the work completed. Fifteen (15) other LASIP projects are in various phases of design and right- of-way acquisition. The LASIP projects are progressing on schedule per the Construction Plan schedule. . Design and permitting for permanent Transfer Station construction at Collier County Government Center . Design and permitting currently scheduled to be let to bid for construction by October 2011. . Naples Depot Renovation . The building restoration and exhibit plan was completed and the Naples Depot Museum was reopened to the public on January 7, 2011. The facility is fully staffed and open to visitors six days per week with over 90% of its permanent exhibits in place. Final exhibit installation will be completed by December 2011. . Bluebill Avenue Public Beach Access, Restrooms and Intersection Improvements . This project will be split into two parts; the walkover, turnaround, drop off and infrastructure was approved by the BCe on July 26, 2011 with substantial completion scheduled by December 1, 2011. The bathroom building will not be constructed until the proposed AE zone FEMA Flood Map designation is adopted. ~ . Gordon River Greenway · Currently, the project is at 60% design. Rezoning of the park was completed summer 2011. Planned design to be presented to the BeC in November 2011. . Wiggins and Clam Pass Dredging .. \Viggins Pass Maintenance Dredging was completed in March 2(111. Clam Pass Tidal Flushing Maintenance Dredging permit is stH! pending from Florida Department Environmental Protection and The United States Army Corps of Engineers based on an outstanding Biological Opinion from United States Fish and Wildlife Service. · Margood Park · Construction began on July 6, 2011. Initial project construction to include installation of bocce ball, volleyball, horseshoe pit, clearing of property, and establishment of parking area for kayak/canoers. . Bayview Boat Park · Phase I completed in January 2011. The design of Phase IT and III is proceeding and permits are expected to be issued by the end of calendar year 2011. ~ Packet Page -350- II 9/27/2011 Item 10.A. . Immokalee South Park . Contract awarded; construction to be completed by spring 2012. .~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratinll 3 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process . Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 2011. Staff has implemented Phase ill (Building Plan Review , Inspections, and Contractor's Liscening) of the CityView application and expects to go-live with the final phase of portal in September 2011. . Complete and field the fIrst phase of electronic plan submittal and reviews no later than January 2011. Staff is currently accepting and reviewing single trade permits via fax, email, and pdf file exchange, and reviewing digitally. In June 2011 the Board of County Commissioners approved a contract with the County's current ECM provider (SIRE) to provide their Active Review Module to support the digital review and mark-up of building permits, land use submittals, and capital project plans. The anticipated go-live for this application is JanuarylFebruary 2012. (f Implement credit card payment system in GJ\1D no later than January 2011. Completed in December 2010. l>rocess in place and Website active for online payment. ~ RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Ratin!! 3 B. Grant Program Management - Continue efforts to improve all aspects of County grant program management through consolidation of resources and centralized administration of acquisition, compliance, accounting and reporting requirements. ~ Packet Page -351- ..t'; 9/27/2011 Item 10.A. ~. Tbe Grants Management Office was strengtbened witb tbe biring of two grants accountants to provide agency-wide assistance witb grant compliance. As tbe volume of grant funded initiatives increases, tbis bigbly specialized skill set becomes more in demand. Wbile tbe program began its efforts in tbe HHSV and Transportation areas, tbis is a county-wide resource designed to ensure full compliance witb tbe complex requirements associated witb tbe use of grant funds. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratio! 3 ~. C. Continue to refine and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Due to tbe transition to tbe new planning and performance management lifecycle, OpsTrack was suspended for FY11. However, new, more meaningful measures bave been developed and quarterly monitoring will begin in FY 12 tbat includes projection trending for a five year borizon. In April, Citizen Centric Performance Measures focus groups were held to provide additional feedback. Measures identified will be transitioned into the FY 12 performance management cycle. RESULTS: Below Meets Exceeds I Standard Standard Standard 1 2 3 I I Rating 3 I D. Improve emergency preparedness planning and response capabilities. ~. . Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. Collier County Emergency Management and tbe Collier County Healtb Department maintain plans, polices, procedures and resources should another outbreak occur. The threat of pandemic for this flu season has been low. On-going monitoring and coordination with the State and Federal health officials will continue indefinitely to ensure reasonable planning assumptions and local capabilities. Packet Page -352- .", 9/27/2011 Item 10.A. . Continue efforts to build our emergency management program in a fashion so as to meet or exceed national requirements for accreditation under the National Emergency Management Accreditation Program and National Fire Protection Association (NFPA)-Standard 1600. Collier County Emergency Management staff has completed all document submission for pre-accreditation assessment. Emergency Medical Services and MedFlight have completed 80% of their review and submission for national accreditation for those respective organizations. Accreditation for EMS and MedFlight should be completed by 4th Quarter of 2011. . Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances. Approved legislative support from the Board of County Commissioners resulted in the successful efforts to advocate passage of legislation (SB-2152) that was signed by Governor Scott May 26, 2011 that dedicates surplus toO revenues for the development and annual operation of a Collier County Fire/EMS facility at Mile Marker 63. Collier County and Ochopee Fire held a preliminary kick-off meeting in August of 2011 to develop a project charter and discuss facility location and construction options. . Continue efforts to address the ALS/BLS delivery system studies in conjunction with the Board of County Commissioners and the Blue Ribbon Task Force recommendations. The Blue Ribbon Task Force has completed its presentations and work- session with the Board of County Commissioners. A draft public safety committee ordinance is currently under review with stakeholders. . Evaluate cost-benefit of contracting with local hospital systems for inter-facility transports. Cost benefit and operational analysis concluded that County EMS should maintain primary responsibility for Pre-Hospital Emergency Medical Services and private hospitals should retain primary responsibility for patient tiansports between their facilities. '" Prepare ambulance fee update study. The Boa..d of County Commissioners did not endorse any rate increase studies. Staff wiH continue to monitor rate fees amund the state and review with its biliing consultant as needed. ~ ,~ RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratiog: 3 E. Asset Management - Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County infrastructure and assets. . Implementation of an Asset Management system was initiated by Public Utilities. The initial needs assessment for the project was completed .-..... Packet Page -353- ,~ 9/27/2011 Item 10.A. r".. resulting in the specifications for engaging a consultant to develop an implementation plan. This engagement will result in the specifications for a system design and is intended to be scalable and adaptable throughout the organization. A recommendation is forthcoming to the BCC in September, 2011. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratinl! 3 F. Business Process and Performance Improvements. . Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly reporting approach to improve visibility of existing and improved internal controls. XCEL is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of internal controls. This effort is on-going. ~ . Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. In FY 11, staff has undertaken three Kaizen style process improvement or similar initiatives, plus the rollout of the strategic planning and performance measures process improvements. In addition, began a project to implement electronic plan submittal and review, a significant process improvement for the agency; and have started an in-depth process and system analysis of the capital project processes of the agency. Finally, to maintain currency on best practices, Collier initiated a local government process improvement consortium which has held three quarterly meetings and is focused on exchange of methods for improving government operations. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratin!! 3 G. Energy Management & Conservation - continue efforts to reduce energy consumption and promote a sustainable environment. ~ . Continue aggressive management and execution of the Energy Efficiency Conservation Block Grant (EECBG) program. Packet Page -354- 9/27/2011 Item 10.A. Collier County has been aggressively implementing this cross-divisional federal grant and has obligated all funds for projects that include lighting retrofits, solar panels on utility carts, mechanical improvements, improvements to traffic flow, energy efficient technology training for building reviewers and inspectors and a multi-faceted planning effort aimed at reducing vehicle miles traveled. The Department of Energy performed two on-site monitoring visits and all comments received to date indicate that Collier County is managing an exemplary project. ~ . Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county property owners to make energy efficiency and wind resistance improvements to their homes with loans repaid as special non-ad valorem assessments of their property tax bill. The BCC authorized staff to release a Request for Information (RFI) for models and services to administer aPACE program. The RFI yielded two potential providers and will be evaluated by the task force in September for a recommendation and update to the BCC in October or November 2011. Staff continues to monitor progress at the federal level and recently introduced legislation that would allow state programs to proceed. . Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Staff continues to believe this is a viable option, however, the initial capital investment is significant and implementation slow as it requires costly conversions or replacing rolling stock. Most funding opportunities require cost sharing, the sources of which have not been identified. Staff continues to explore partnership opportunities that might offset the initial capital outlay. ~ RESULTS: Below Meets Exceeds I Standard Standard Standard 1 2 3 I 13 i Rating H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. . Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include, enforcement of abandoned properties and implementation of the BCC-approved foreclosure initiatives. Provided monthly updates on Code Enforcement website for foreclosure resources and participated in scheduled Foreclosure Task Force events for community members. . Promote the purchase, renovation and resale of abandoned and foreclosed properties to qualified buyers. In FY 2011, using Neighborhood Stabilization Program (NSP) funding, a total of fifteen (15) foreclosed properties have been acquired. Renovation has been completed on sixteen (16) previously purchased NSP properties, ~ Packet Page -355- 9/27/2011 Item 10.A. ~ and renovation is ongoing at six (6) properties. In FY 2011, a total of ten (10) homes have been resold to qualified buyers. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratin2 3 ~ I. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared 'Economic Emergency'. . Attain Return on Investment from advertising and promotion at an average of $17 for each $1 spent. The Return on Investment for each dollar invested in destination advertising and marketing as compared to visitor spending resulting from that investment is calculated at $19.50 for Quarters 1, 2 and 3 of FY 11. This is down $1.15 from FY 10 due to the slow economic recovery resulting in low hotel rates and reduced consumer spending. . Grow year-round hotel occupancy levels to 72%. Hotel Occupancy as calculated through June of 2011 stands at 72.2% up 4.4% over the same period in 2010. The slower July-September period will bring the fiscal year average down, but we are predicting we will end the fiscal year at 64%, up 1.3% over 2010. . Develop a plan to increase the athletic/sporting event market in the County. The number of visitors and participants attending amateur sports events in our community continues to grow with hotel room nights at 6,185 through June as compared to 4,218 for all ofFY 10. e Coordinate stakeholder input regarding potential reallocation of TDC revenues and present findings to BCC in a workshop by end of November 2011. A new TDC sub-committee held their first meeting on April 1, 2011 and those meetings continued through August with public input. We plan to review tbe recommendations with various community stakeholder groups and plan to report to tbe BCC by November, 2011 on the committee's recommendations. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratin! 3 J. Business and Economic Development ~ · Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. Packet Page -356- .<if 9/27/2011 Item 10.A. In August 2010, the Manager co-hosted a series of six "economic climate" workshops with 90 of Collier County's business leaders to solicit ideas for improving the local economy. I have also worked collaboratively with the Chamber and Hodges University to gather information from comparable local governments about the structure and function of economic development programs. That effort is continuing into a more detailed second phase of data collection and analysis. This effort is scheduled for completion by the end of2011. In March 2011, the BCC authorized the staff and the EDC to conduct a series of public workshops to solicit input and develop a new plan for promoting economic and business development in the County. The results of that work will be the subject of a workshop on September 23,2011. . Develop a plan to improve the competitiveness of the County's economic incentive programs. Research into alternative incentive pr()gram information is on-going. Final plan recommendations will be contingent on BCC directions coming out of the September workshop. ~ . Develop a modified Fast Track Permitting process. Fast Track modifications are expected to go before the BCC for consideration in early 2012. . Work with the EDC to explore opportunities to improve the results and accountability of the public /private partnership. Options to the current structure and functions of the public/private partnership with the goal of improving Collier's competitiveness, results and accountability will be a primary discussion point at the September 23, 2011 BCC workshop. ~ RESULTS: I Beiow , Standard J I I Meets Standard i2 2.9 I Exceeds Standard 13 .-" Packet Page -357- 9/27/2011 Item 10.A. --. Commissioner's Comments: Commissioners Su!!:!!:estions for Improvement: #3 - NEED TO MAKE IMPROVEMENTS TO OUR CUSTOMER SERVICES THROUGH INTERNET CONNECTIONS NOW SO AS TO AVOID THE NEED TO HIRE MORE STAFF ON THE ECONOMIC REBOUND. ~ --, Packet Page -358- .~ Patricia L. Morgan t:bd 0(\ : Codd\l ~) ~ \ OJ) q(L'l{l{ From: Sent: To: Subject: Attachments: BrockMaryJo < MaryJoBrock@colliergov.net> Monday, September 26, 201110:03 AM Mitchell, Ian; Patricia L. Morgan; Ann P. Jennejohn FW: Your Evaluation FY2011_Performance_Appraisa IJi nal_ V ersion_ Complete_Leo [1] .doc Good morning, Attached please find Commissioner Hiller's review with reference to Item 1oA, which wasn't submitted at time of print. Thanks, MJ From: BrockMaryJo On Behalf Of OchsLeo Sent: Monday, September 26, 2011 8:45 AM To: IsacksonMark Subject: FW: Your Evaluation From: RaineyJennifer Sent: Monday, September 26,2011 7:58 AM To: OchsLeo Cc: HillerGeorgia Subject: Your Evaluation Leo, attached is your evaluation from Commissioner Hiller. cTA/Z.n.Ic /Iou., 3tU1JlifH. ~ ~Wa (/li.tla to JJoau of~ f"pmml.U1.cmau (/li.tla to f"p~ 'l-Y-14 e#lI.Ift.,jJi.mJI:t /II JI99 qa.m.i4m.J. q'CllJitFfUt. 8uJ1e /I JOJ dfap/a6. rFrt J41l1 (IJ9) 161-8601 (IJ9) 161-6407 rFtIJt public records If you do not won! YOllr offlco [iY Hi wri!ing il1 o publiC 1 _ er County '-~. . -- - Office of the County Manager MEMORANDUM Date: September 1, 2011 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: FY2011 Performance Review Consistent with the requirements of my employment agreement, please find enclosed my Self Appraisal for fiscal year 2011. It has been a year of significant change and difficult challenges for our organization, but I believe with your support and the tremendous work of our dedicated staff, much was accomplished. Please return your graded packets to me on or before September 19, so that I may consolidate the grades for presentation at the September 27, 2011 Board meeting. If you would like to meet to discuss your rating, please let me know and I'll make the arrangements. In keeping with our past practice during these difficult budget conditions, I will decline any merit payor base salary adjustment to stay consistent with the restrictions applied to the rest of the County work force. Thank you for granting me the privilege of serving as your County Manager. Commissioner Hiller Input The County Manager is tasked with carrying out the policy direction provided by the Board of FY2011 Action Plan Leo E. Dchs, Jr., County Manager County Commissioners. He is by ordinance to provide leadership for the day-to-day operations of the employees of the Board of County Commissioners. The following Action Plan is developed in an effort to provide clear expectations for the County Manager for the period from October 2010 through September 2011. The Action plan is based on the broad areas generally expected to be performed by the Executive Officer, including: communications, leadership, organizational direction, financial oversight, personnel, growth and capital project management. This part of the action plan represents 40% of the annual evaluation weight. Each Goal for the fiscal year will also be evaluated and will represent the remaining 60% of the annual evaluation weight. These areas are further categorized as to their pertinence and support of the FY 10 Strategic Focus Areas (SFA) and their Goals for Collier County that are enumerated below: It is Collier County's Vision - To Strive to be the Best Community in America to Live, Work, and Play, From this Vision flows the statement of our County's Mission - To Deliver High Quality, Best-Value, Public Services, Programs, and Facilities to Our Residents and Visitors, The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals: SF A. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SF A. 2. Growth Management - To responsibly plan and manage community growth, development and redevelopment, and protect the natural environment. SFA. 3. Community Health, Wellness and Human Services - To improve the quality of life and promote personal self-reliance and independence. SF A. 4. Infrastructure and Capital Asset Management- To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future. SF A. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. SF A. 6. Governance - To sustain public trust and confidence in County government through sound public policy, professional management, and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRA/appraisal form. Score 1 Below Standards 2 Meets Standards 3 Exceeds Standards Result · Some improvements and/or early good performance levels in a few areas · Results not reported for many to most areas of importance to the organization's key business requirements · Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements · No pattern of adverse trends and no poor performance levels in areas of importance to the organization's key business requirements · Some trends and/or current performance levels--evaluated against relevant comparisons and/or benchmarks--show areas of strength and/or good to very good relative performance levels · Business results address most key customer, market, and process requirements · Current performance is excellent in most areas of importance to the organization's key business requirements · Excellent improvement trends and/or sustained excellent performance levels in most areas · Evidence of industry and benchmark leadership demonstrated in many areas · Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Needs Improvement Meets Expectations Exceeds Expectations Scale 1.00 - 1.66 1.67 - 2.33 2.34 - 3.00 Honorable Board of County Commissioners: I'm pleased to present to you the accomplishments achieved under the County Manager's FY2011 Action Plan. This past year has again been an exceptionally challenging and rewarding year for County government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer expectations, County staff has continued to deliver high-quality, best-value services, programs and facilities to our residents and visitors, as detailed throughout this Action Plan report. I lead a first-rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and developing a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency's vision of becoming the best community in America to live, work and visit. While every area of this performance report has received specific attention during this review period, the following important issues received my highest attention and priority this past year. Budaet and Financial Manaaement The Board once again set rigorous budget guidance for FY 2012 requiring no increase in property tax rates, despite a 5% average reduction in taxable property values County-wide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in operating hours and no planned layoffs or furloughs in FY 2012. In addition, staff maintained a fully funded and policy compliant debt management program and maximized opportunities to stabilize and lower debt service costs. Despite additional reductions in ad valorem general fund revenues in FY 2012, staff was able to increase the fund's reserve position by approximately $4M and achieve the 2.5% contingency reserve policy objective established in budget guidance. Finally, the Board received a favorable year ending FY 2010 Consolidated Annual Financial Report with fewer findings than the previous audit period. Economic Recovery and Business Development With Board support and endorsement, staff has continued the efforts begun last year to establish a more customer focused business and regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Significant progress has been made in processing building permit applications and land use reviews, streamlining regulations and managing costs. Staff has also worked closely with the Economic Development Council, Chamber of Commerce and community business leaders to evaluate and develop alternatives to the current public-private partnership formed to promote business and economic development. Concepts and recommendations will be presented for BCC consideration at the September 23,2011 EDC workshop. OrQanizational Effectiveness and Accountabili~ I have continued to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and satisfy our customers' reasonable expectations. We have integrated performance measurement and benchmarking into our strategic, operational and budget planning efforts. We continue to implement business process improvement initiatives in an effort to eliminate waste and improve the quality of our services. We continue to conduct formal assessments of our business risks and make efforts to improve our financial and operational accountability. We strive to be a self-initiating, self-correcting organization that takes proactive measures to avoid mistakes and, when mistakes occur, moves decisively to implement corrective measures and procedures to avoid similar problems in the future. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to provide best-value services and programs in these very challenging times. The following areas of Communications; Leadership/Organizational Direction; Personnel Management support the Strategic Focus Area 6 - Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. COMMUNICA TIONS Below Meets Exceeds Standard Standard Standard 1 2 3 C.l (Internal) The County Manager will be expected to 2 provide the BCC with timely and accurate responses to requests for information, as well as, coordinating drafts for plans, fees and controversial ordinances with the BCC members before the information goes public. RESUL TS: Staff responses to BCe. inquiries have been timely, accurate and tborough, with very few exceptions. Regularly scheduled BCC agenda review meetings have been maintaint~d with each Commissioner, which are also used to provide n~gular updates on items of spedfic interest. In addition, Commissioners have 24/7 accessibility to tbe County Manager and staff via personal meetings, telephone contacts and e-mail communications. COnt~erted effort has been made to provide tinu'ly notifications, read-aht~ad material, and advanced briefin2s on all hi2h profile upcomin2 a2enda items and media issues, C.2 (External) The County Manager will be expected to 2 provide information to the public through a minimum of one speaking engagement per month on average, as well as, developing new means to provide information to the public regarding County information. RESULTS: The County Manager has spoken at 16 public engagements during the past year including local TV and radio news programs, business and industry associations, civic and bomeowner associations and numerous service clubs, In addition to the more conventional methods of public info,"mation, Twittt~,,, Facebook and YouTube accounts for the County Manager's Agency were launcbed in tbe past year - expanding the communication channels used to provide information to residents and visitors. Tht' County web site continues to be an informative, accessible and useful site for thousands of visitors each month who are seeking information about County services and programs. A mobile version of the county website compatible with smart-phones has been established. Web site streaming video has been made compatible for Mac users. Staff continues to explore the use of other mobile technologies as part of an evolving customer St~rvit'e strate2v. C.3 (External) The County Manager will be expected to 2 ensure that the organization has systems In place to ensure that the general public is responded to in a timely and accurate manner. Also, improve Public Relations by providing more understandable and complete information to the public. RI':SllL'l'S: The Agency Issue Management System (AIMS) continues to provide a fast, reliablt~ nu~thod for intake of constituent st'rvice requests and complaints, as well as a ust~ful tool for tracking these items to completion and reporting results, 323 AIMS issues were recorded, managed and resolved thru August 31, 2011. :For I<'Y 2011, I'esponse rates for constituent contact on/bt~fore five business days is 9901.), while response ratcs for issues closed on/befol'e five business days is 83%), More than 700 nt~WS releases/meeting notices al'e issued annually, The Citizen Liaison continues to process all non-personnel public records requests in an accurate and timely f~.shion, 199 public recOl'ds requests were processed in FY 11, through June 30, 215 were IJroCt~ss('d in FY 2010, Collicr TV (ChmlOel 97) offers 24 hours of programming, 7 days a week and broadcasts between ROO-IOOO hours of live mcetings annually, including several off-site meetings, Recent special programming included hurricane and wildfire preparedness, FEMA flood map information, and a sedes of videos produced for the Public l1tilities Division, along with 26 new episodes of the County's pet adoption program, LEADERSHIP/ Bclow Mects Exceeds ORGANIZATIONAL DIRECTION Standard Standard Standard 1 2 3 L.I The County Manager will ensure that there is a clear 2 direction that IS comm un icated throughout the organ ization. RESlJL TS: A clearly dcfined, formally established organization structure and managemcnt chain of command is used to communicate operational ob,jectives, policy directives and nmtinc busincss information to thc County workforce, Major program and scrvice goals and obj(~ctivcs are align(~d around the Board's strat(~gk plan and Division five year business plans, which are, in turn, incorporated into each department's annual work program and individual em ployee performance objectives and key result areas, Reoularlv sched uled '" '0 Division shlff meetings have been held with attendance and input of staff from the Clerk of COUI'ts, County Attorney, CRA & AirpOl't J)jrectors, I try to engage in as much direct interaction with County staff as possible, participating regularly in events like our new employee orientation sessions, service award breakfasts, scmi-annual scnior managt'ment retrcats and infOl'mal ficld visits to each operating division at least oncc each ycar, I also continue to use the employee newsletter and the c-mail system to communicate with our workforce, L.2 The County Manager will ensure that all executive 2 summary reports provided to the Board have specific and clear recommendations. RESlJLTS: Staff has workcd d i1igcntly to insun~ that ex(~(~utivc summaries are accurat(~, thorough, clearly writtcn and contain appropriate and sufficient financial analysis and legal I'cview, We also continue to scek ways to make the entire agenda preparation and rcvicw p.'ocess casie." faste.' and more convenient for the BCC, staff and public to use and acccss, In that regard, thc County's new automatcd agenda system, "Agenda Central" went live in early FY 2011. L.3 The County Manager will provide opportunities for the 2 Board of County Commissioners to discuss and set proactive policy direction on key community issues. RESUL TS: Six workshops were held in FY 2011 giving the Board many oppOl'tunities to discuss key community issues, Workshops with both the Naples City Council and the District School Board provided elected officials opportunities to review important public policy and servke level issues, The Strategic Planning Workshop held on March 11, 2011 provided an opportunity to confirm and update important areas of public policy and service standards, The EDC Workshop held the same day gave the Boal'd of County Commissioners a forum to dis(,~uss and debate stmtegies and plans for the pressing economic & business issues currently facing our community, The BCC continued to be actively involved with state and federal issues, working in collaboration with the County's lobbyists to ensure our I(,~gislative priorities wen~ advaD(~ed in Tallahassee and Washington D,C. PERSONNEL MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 P.I The County Manager will ensure that the County follows 2 the Board's established policies for the hiring and management of its employees. RESULTS: The County Manager's Office, in frequent consultation with the HR Departnl(~nt and the County Attorney's Office, adively manages the compensation and personnel management system, focusing on compliance with all relevant employment and labor laws and county policies, Several updates to agency policies and procedures were compkted in th(,~ past y(,~ar, The HR Department maintained its employee recognition program, increased its in-house tt'ainin1! oftcrin1!s, and continues to provide tar1!et(,~d and comorehensive HR servic(,~s, P.2 The County Manager will provide to the Board an annual 2 pay plan as part of the budget that will provide for an organized means for salary administration. RESULTS: Again this year, the Human Resources Department conducted the annual compensation and benchmarking survey with in-house reSOUl'ces, The study reve~lled that the County's compensation plan is genemlly competitive with equally sized and situated agencies, The FYll Compensation Plan, with no adjustments to pay ranges, was approved by the BCC on September 28, 2010, The HR Dt~partment will submit the FYl2 Pay Plan for Bee aOOl'Oval at its Seotember 27,2011 meetin1!, The following area of Growth Management supports Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management - To responsibly plan and manage community growth, development, redevelopment, and protect the natural environment and SFA. 5, Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. GROWTH MANAGEMENT Below Standard 1 Meets Standard 2 2 Exceeds Standard 3 G.l The County Manager will ensure that the Land Development Code (LDe) IS responsive to community needs and consistently applied. The BCC will provide guidance to the staff to these ends. Complete development of an Administrative Code. RESULTS: The proposed new Administrative Code is expected to be delivered to the Oevclopment Services Advisory Commitf(~e (DSAC) and the Collier County Planning Commission (CCPC) by October 2011 for their f't~view and recommcndations, with BCC review and approval schcdulcd for thc end of calendar year 2011. Staff is also p,"eparing rccommcnded LIlC updates and a draft administrative review process for routine approvals, minor deviations to the LDC and minor amcndments to PUDs, Staff bricf{'d the BCC on this effort on .June 28, 201 L G.2 The County Manager will continue to implement measures to improve customer service In Growth Management Division (GMD). Expected outcome is to get permits and development revIew items back to the customer within established standards, and to reduce the number of repetitive reviews. RESllLTS: In .January 2010, the Growth Manag{'ment Division's (GMD) Business Ccnter and Client Services sections were formed to addrcss and remove ,"edundant business proccsses by combining similar land use and building permit functions, As a result of this busint~ss initiative, staff was ablc to delive," mOl'e ,'csponsive and p{~rsonalized service to their customers and significantly decrease overhead and operational costs. 2 In .fUJl{' 2010, thc GMD f't~viscd the building permit application and review pro{~ess, reducing the ,"equired number of plan sets and the total number of days to revie\v building plans, 'l'nlcking data on thesc revicws has documcnted that reviews are meeting or (~xce(~ding established standards and no refunds for untimely reviews hav(~ b(~en issUl'd. Additional value added services implemented this year include an electronic phm submittal and ,"eview option and a credit card payment option for clients. Customer and industry feedback to the chanees imulemented to date have been very uositive. G.3 The County Manager will provide staff coordination 2 through a serIes of citizen committees to study and implement numerous community planning initiatives, RESlJL TS: Staff provides administrative and technical support to a val'iety of on-going {~ommunity planning initiatives including the following: Citiz{'ns Advisory Committee (CAC), Technical Advisory Committt~e ('1' AC), Pathway Adviso,"y Committee (PAC), Development Services Advisory Committee (DSAC), Environmental Advisory Council (EAC), Histo,'ical and Archaeological Advisory Board, Productivity Committee, Flood Plain Manag(~ment Committee (FPMC), Community T,"affic Safety Team, Master Mobility Plan citizen stakeholders, East of 951 Horizon Committee, Civic Associations, MPO meetines, MSTU Boards, Local Coordinating Board (LCB). GA The County Manager will prepare for adoption of a 2 financially feasible Annual Update and Inventory Report (AUIR) and amendment of the Capital Improvement Element (CIE) of the GMP with the CIE found In compliance by the Florida Department of Community Affairs (DCA). RESULTS: Th(' 2010 AlIIR.JCIE was approved by the BCC on November 1O,20lO, After a number of modifications, the DCA accepted the CIE on April 11, 2011. The 2011 AlJIR.JCIE is on schedule to be revie','ed and appmved by the CCPC by October 31, 2011 with the BCC scheduled for approval at a sJ)ecial November 15,2011 hearing, The following areas of Capital Project and Financial Management support Strategic Focus Areas SF A, 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SF A. 4. Infrastructure and Capital Asset Management - To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future; and SFA. 6. Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. CAPITAL PROJECT MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 CP.l The County Manager will provide a capital budget that 2 will clearly describe the capital projects proposed for the following fiscal year along with the proposed means for funding such projects. REStlL TS: TheFY 2011 adopted budget, as well as the FY 2012 proposed budget, contains a comprehensive annual capital impmvement progmm section which provides a detailed description of actual and anticipated capital revenue sources and expenses by fund and project. CP.2 The County Manager will provide regular updates to 2 the County Commission on key capital projects in a manner which is easy to understand and timely. RESULTS: Staff communicates ,'egularly with each Commissioner to provide updates on specific capital projects, Combining the annual AUIR and CIE provides the Board an int('grated, comprehensive ,'eview of the capital program that address(~s level of service standards, specific project details and comDlete fundin!! Dlans, CP.3 The County Manager will ensure that for each key 2 capital project that there is clearly established responsibility, budgets and schedules for each. The Manager wi II also implement business processes that will control costs and cost overruns. RESULTS: An integrated automated tmcking system continues to be utilized by all divisions to monitor proj(~ct results. Agency wide syst(~ms have been im plen1(~nted to standardize and impl'Ove ou,' capital project planning, execution and administration, In addition to the improvements made in the AUIR and capital budgeting processes mentioned earlier in this review, eff()rts to improve systems of procurement, contract managemcnt, valuc en!!ineering, chan!!e order utilization, contractor J)el'formance comJ)liance and regular I staff training are on-going, FINANCIAL MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 F.l The County Manager will present an opportunity 2 annually, prior to the development of the annual budget, for the County Commission to have a policy level discussion regarding the next year's annual budget. RESULTS: Annually, the County Manager Pl'ovides the BCC with recommended polices and measun~s to guide the development of the Collier County budget, The FY 2012 proposed budget policy was reviewed and endorsed by the Productivity Committee and adopted by the Board on },'ebl'ual")' 22, 2011. F.2 The County Manager will develop an annual budget that 2 will be presented to the County Commission in workshop format and then again in accordance with statute for public participation through a senes of two separate public hearings. RESULTS: The proposed :FY 2012 County budget was presented to the Board during the annual workshop held on .June 16,2011. A millage neutral proposed budget was presented and the maximum ad valol'em millage rates were set on .July 26, 201 I. Public hearing dates in Sel>h:mber wen' confil'med for St~ptember 8 and 22,2011. F.3 The County Manager will present a budget for FYl2 that 2 will be in keeping with State mandated property tax reforms and meets BCC guidance. I{ESULTS: In keeping with the Board's guidance, a miUage neutral budget was presented resulting in a 3.Yo reduction in the general fund with no significant reductions in front line services, no planned lay-oft's OJ' fUI'loughs, no new usel' fees, no planned facility closures and no new position requests. Annual debt service is fully funded and compliant with BCC Debt i\'bnagement policy and general fund contingency reserves have been increased to comply with budget guidance. This was a significant accomplishment given the 5.1.% reduction in County 'wide taxable property values and the challenges presented by the local economic n~t~ession. FA The County Manager will provide annual updates of user 2 fees and other non-Ad Valorem revenue, I.e. impact fees, grants, etc. RESULTS: tiser Ft'es: No nt~w fees or incrt~ased fet~s wt~re issued in FY2011, nor art~ any planned in FY2012, Staff will evaluate the market competitiveness of current fee structures and make any recommendations in conjunction with the FY 2013 budget policy proposal, Impact Fees- Impact Fee studies that commenced or were in process in FY 2010 have all been completed, with the exception of School, which is awaiting the transmittal of the School Board recommendation. Additionally, the impact fee indexing cycle for FY 2010 was completed for Community and Regional Parks and Correctional Facilities. Road Impact Fet~s were n~duced by 42%1, In October 2010, the Board appl'ovt'd a 50.% reduction of the then cu....ent School Impact Fee rates, based on the School Board's I'ecommendation. This reduction is scheduled to remain in place until October of 2012, at which time the rates will bt, n~valuated. Tht, t~urrent study, destTibt~d above, is being completed in of'def' to complv ",ith local and statuto,'Y requirements for impact fees studies. Du(' to the timing of the adoption of th(~ abovt~ studies and induing, th(~ 2011 indexing will be p,'epm'ed in the fall of 2011. This indexing will include Road, Parks, Library, Government Buildings, Law Enforcement, Dependent .Fire, EMS and Correctional Facilities. R(~quired full studies scht~dul(~d for 2012 include Road, Parks and Correctional Facilities, Grants-Th(~ FYIO annual Grant Report was pn~sent(~d to the Board of County Commissioners on December 14, 20tO, In FYI0 78% of grant applications were awarded fOl' a total awa,'d amount of $38 million, As of August 31, 20ll, $39 million in grant funding has been submitted for FYI 1 , with a success rate of 99('i(1 for those that have had a funding decision determined. Approximately $10 million of current funding requests are still pending award by granto,'s, The final FVtl report 'will be presented to the BCC in November 201 L F.5 The County Manager will work cooperatively with the 2 Clerk of Courts on the preparation of the CAFR and respond promptly and thoroughly to any issues raised by the external auditors. RESULTS: The year ending September 30,2010 Comprehensive Annual Financial Report (CAFI{) was accepted by the Board on March 8,2011. The County Manager's Agency works closely with the Clerli's Finance Department in reviewing audit comments and addl'(~ssing any audit <Iuestions, An internal audit oversight committee (~onsisting of representatives fmm both agencies has been established to help facilitate production of a thomugh and timely annual external audit. Goals for Fiscal Veal' 2011: As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the annual evaluation weight. 1. Execution of the County's 10 Year Strategic Plan. Continue execution of the County's 10- Year Strategic Plan and alignment of the entire County Manager/BCC Agency organization around that plan by integrating multi-year business plans, annual operational work plans and individual performance goals and objectives. Develop a system of integrated strategic, operational and budget planning with related performance measurements. Conduct an annual or bi-annual BCC Strategic Planning Workshop. RESULTS: FiI'st year implenltmtation of an integrated strategic, operating and budgt,t planning cycle is in progress (and will be referred to as the Planning and Performance Management Lifecycle), An updated and enhanced strategic plan was approved by the BeC in March. Staff tht~n (Teated 5 and 1 year business plans and performanc(~ mt~asures fOl' FY 12 that are aligned to the budget. Below Meets Exceeds Standa,'d Standard Standard I Rating /1 I~ /3 2, Long Range Planning. Continue to develop and execute a variety of long range planning initiatives including the following: · Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011. · Completed, Adopted by the BCC on January 31, 2011, submitted to DCA on February 9, 2011 and f()Und in complianl'e by DCA on Apd115, 201 1. · Complete the Master Mobility Plan by September 2011. · The original schedule was modified to accommodate requests for additional public involvenumt. The current scht~dule caJJs for submission of tht~ draft Master' Mobility Plan to the BCC in November and the final on December 13,2011. A website has been established and 2 public stakeholdt'l' meetings have been conducted with 3 mOrt' planned in October and November, · Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by January 2011. · Parks and Recreation bl'Ought the master plan to the Board of County Commissioners for appr'oval on February 22, 2011, The Board of County Commissioners directed staff to create more opportunities for vetting the master phm with the public, Public meetings with the Commissioners were held on Apr'jJ 6, 2011 at South Regional Library and April 7, 2011 at University Extension Office, Feedback from these public meetings along with n~t~ommendations for adoption of the Park... and Recreation Master Plan are scheduled for presentation to the Board of County Commissioners at their September 13,2011 regularly scheduled meeting, · Complete the Long Range Transportation Plan Update by January 2011. · The final Plan was approved by the MPO Boal'd on December 10, 2010, · Develop a Surface Water Master Plan that integrates the results of the Watershed Management Plan, Flood Plain Management Plan and Storm Water Management Plan by February 2011. · In November 2010, the BCC appl'Oved a change to the schedule to aJJow the public greater opportunity to provide input to the Watershed Management Plans (WMP), In order to receive as much public input as possible, staff has conduded the fhlJowing meetings and presentations: EAC (7), DSAC (2), CCPC (5), General Public Meetings (8), Staff expects to bring the final recommendations to the BCC by October 31, 2011. The "Floodplain Management Plan Updatt~ Report was approved by the BCC on .June 14, 2011, · Complete the 2010 Census and bring redistricting options/maps to the BCC in late summer 2011. · Staff is stiJJ on schedule to hold public hearings and submit map options to the BCC for consideration in September 2011. A Pro,iect Management Plan, proposed redistricting criter'ia, and hiring a consultant to provide an independent review of the process was accepted by the BCC on April 26, 2011, The School Board has agreed to use the same boundaries as the BCe. Staff complt~tt~d five (5) alternativt~ maps on .July (), 2011. Mt~etings with County Advisol'y committees and the general public were conducted in August. This item is scheduled for presentation to the BCC on Septembel' 13,2011. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 3. Improved use of technology and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency-wide electronic document/records management system. Develop additional opportunities to transact business w/customers on-line. RESULTS: Efforts (~ontinue to transa(~t mOrt~ busin(~ss with customers on-line, The Airport Authority, Communication and Customer Relations, DAS, Library, EMS, Parks, Solid Waste, Growth Management and Utility Billing Customel' Service now accept cl'edH (~ards for (~ertain on-line transactions, GMD has also initiated electronic submission of applications fOl' "single trade permits," lJpgnules to the automated budget and agenda management systems were also implemented to improve t~mcien('y, Below Meets Exceeds Standard Standard Standard 1 2 3 I Ratinl! 2 4. Succession Planning. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross-training, employee development, and succession planning endeavors. RESULTS: Graduated the first class of the Succession Planning program and selected candidates for the second group, who began a two year prognllll geared at developing pmmising supervisol's into strong mlmagement candidates, In-house training programs arc now the Agen('y's primary source of employee development and numerous pmgl'ams are offered thmugh our HR department in sub.iect matter ranging fmm management and leadt~rship to communications and inter-personal skills to personal improvt~ment to teclmical skills, Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 5. Continued development of the Federal and State Legislative Programs. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. RESlJL TS: The approved federal agenda was presented to the cong,'essional delegation and agency officials during the D,C, trip in March, 2011. In May, Govemor Scott signed SB 2152 which includes language that dedicates eX{~ess toll revenue from tht~ Alligator Alley toll "oad to develop and opernte a fire station at Mile Marker 63 to provide tire and rescue services on the Alley - a critical public safety need, Staff accompanied two commissioners to Tallahassee for F AC Legislative Day and meetings with the Governor, (~abinet officials, and agency dil'ectors during the 2011 legishltive session. The BCC set its 2012 state legislative priorities at the July 26, 2011 BCC meeting, Below Meets Exceeds Sta ndard Standard Standard I 2 3 I Rating 2 6. Successful capital project management. FYII will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects of Interest: · Collier Boulevard from Davis Boulevard to Golden Gate Main Canal · Contract awarded to Astaldi at 6/14 BCC Meeting. Const....ction Ji=ngineering and Inspection (CEI) contract was awarded to Atkins on .June 28, 2011. Notice to Proceed (NTP) was issued to Atkins fO/' CEI services on August 26, 2011. NTP will be issued to Astaldi to commence construction by October I, 2011. This project has been (~ombined with and is following the same construction schedule as the Davis Boulevard from Collier Boulevard to Radio Road Project (see below). · Oil Well Road Multi-Laning · ConstnJ(~tion 6()(% complett~d, Anticipated completion by early Summer 2012 · Davis Boulevard from Collier Boulevard to Radio Road · This pmject has been combined with and is following the same constru('tion schedule ~lS the Collie,' Boulevard from Davis Boulevard to Golden Gate Main Canal pro.iect (see above), An advall(~ement with reimb"rst~ment .Joint Participation Agrt~t~ment (.JP A) with FDOT was executed ~md provides for FDOT to reimburse up to $20M for the combined project in ten quarterly payments beginning after .July 1,2012, · Obtain approval from the FHW A and FDOT of Interchange Justification Report (UR) for Everglades Boulevard Interchange at 1-75 · Draft ofUR to be completed by December 30,2011 · North County Water Reclamation Facility Alignment Project · All at~ration basin repair and f'eplacement work is complete, All odor control work is complete. Bleach facility upgrades are complete. Both pond linings are complete, Substantial completion was the end of August 2011. Final complt~tion is slated fOl' the t~nd of November 201 1. · North Collier Regional Water Treatment Plant Water Quality Sustainability Project · Degasifier units 1 and 2 placed into stwvice in December 2010. Degasifier units 3 and 4 placed into service in March 2011, Final pmject completion was July 15,2011. · Landfill Gas to Energy Project · Tht~ Landfill Gas to Energy Facility re('eived a Certificate of Occupancy 011 May 6, 201 I, and began exporting power to Florida Powt~r and Light. The County received its first payment for gas sales from Waste Mamlgement Renewable Energy Inc., on .June 20, 201L · North Collier Recycling Center · The project was completed the end of August 2011, ahead of schedule and on budget. RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Ratin!! 2 B. Other Significant County Projects: · FPL and Collier Boulevard Greenway Projects · Completed February 2011 · Lely Area Storm Water Improvement Project (LASIP) · Two LASIP Pmjects: Northwest Royal Box Culvert and Whitaker Road Weir Swale Impmvements and Box Culve.'t were awarded by the BCC on January 25, 2011 for construction and the construction is unde.'way. As of tJunt~ 2, 2011, 37/Yi) of the work complt~ted, Fiftt~en (15) other LASIP pro.iects are in various phases of design and right- of-way acquisition, The LASIP projects are pmgressing on schedule per the Const.'u(.~tion Plan schedule. · Design and permitting for permanent Transfer Station construction at Collier County Government Center · Design and permitting cu.'rently scheduled to be let to bid for (.~onstruction by Octob(.~r 2011. · Naples Depot Renovation · The building restoration and exhibit plan was completed and the Naples Depot Museum was reopened to the public on January 7, 2011. The facility is fully staffed and open to visitors six days per week with over 90% of its permanent exhibits in place, Final exhibit installation will be completed by December 2011. · Bluebill Avenue Public Beach Access, Restrooms and Intersection Improvements · This proje(.~t will be split into two parts; the walkover, turnaround, drop off and infrastructure was approved by the BCC on ,July 26, 2011 with substantial completion scheduled by December 1, 2011. Thc bathroom building will not be constructed until tht~ pm posed AE zone FEMA Flood Map designation is adopted. · Gordon River Greenway · Currently, the pro,iect is at 60% design. Rezoning of the park was complet(.~d summer 201 1. Planned design to b(.~ pn~sented to the BCe in November 2011. · Wiggins and Clam Pass Dredging · Wiggins Pass Maintenance Dredging was completcd in March 2011. Clam Pass Tidal .Flushing Maintenance Dredging pc.'mit is still pending f"om Florida Depa.'tmentEnvironmentaIProtection and The United States Army Corps of Engineers based on an outstanding Biological Opinion from Unitcd States "Fish and Wildlife Service. · Margood Park · Const.'uction began on July 6, 2011. Initial pmjcct construction to include installation of bocce ball, volleyball, horseshoe pit, clearing of property, and establishment of pa.'king area for kayak/canoers, · Bayview Boat Park · Phase I complcted in January 2011. Thc dcsign of Phasc II and III is proceeding and permits are expected to be issued h)' the cnd of calcndar year 2011. · Immokalee South Park · Contract awarded; construction to be completed by spring 2012, RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Rating 2 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process · Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 20 II. Staff has implemented Phase III (Building Plan Review , Inspections, and Contractor's Liscening) of thc CityView application and expccts to go-Iivc with the final phase of portal in September 2011. · Complete and field the first phase of electronic plan submittal and reviews no later than January 2011. Staff is currt~ntly accepting and reviewing singlc tmde permits via fax, email, and pdf file exchange, and reviewing digitally, In .June 2011 the Board of County Commissioners appmved a contract with the County's {'urn'nt ECM provider (SIRE) to provide their Active Revi(~'w Modul{' to support the digital review and mark-up of building permits, land use submittals, and capital pmject plans, The anticipated go-live for this application is ,January/Februal'y 2012. · Implement credit card payment system in GMD no later than January 2011. Completed in December 2010, Process in place and Website active for online payment. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 12 B. Grant Program Management - Continue efforts to improve all aspects of County grant program management through consolidation of resources and centralized administration of acquisition, compliance, accounting and reporting requirements. The Grants Management Office was strengthened with the hiring of two grants ac{~ountants to pr'ovide agency-wide assistaru'e with gr'ant compliance, As the volume of grant funded initiatives increases, this highly specialized skill set becomes more in demand, While the program began its efforts in the HHSV and Transportation art~as, this is a {~()Unty-wid{' n'source dt~signt~d to t~nsure full compliance with the complex requirements associated with the use of grant funds, RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Ratin1! 2 C. Continue to refine and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Due to the transition to the new planning and performance managemt~nt lifecycle, OpsTmck was suspended for FYI 1. However., new, more meaningful measures have been developed and (Iuarterly monitoring will begin in FY 12 that includes projection trending for a five yt~ar ho!'izon. In April, Citizen Centric Performance Measures focus groups were held to provide additional feedback, Measures identified will be transitioned into the I"V 12 performance management cycle, RESlJL TS: Below Meets Exceeds Standard Standard Standard t 2 3 r Ratin2 2 D. Improve emergency preparedness planning and response capabilities. · Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. RESULTS: Collie.' County Eme.'gency Management and the Collier County Health Department maintain plans, polices, procedures and resources should another outbreal{ occur. Tht~ tlu'eat of pandemic for this flu season has IJt~en low, On-going monitoring and cOOl'dination with the State and Federal health officials will continue indefinitely to ensure reasonable planning assumptions and local capabilities. · Continue efforts to build our emergency management program in a fashion so as to meet or exceed national requirements for accreditation under the National Emergency Management Accreditation Program and National Fire Protection Association (NFP A)-Standard 1600. Collier County Emergency Management staff has completed all document submission for pre-accreditation assessment, Emergency Medical Services and Mt~dFlight have t~omplt,ted 8()l% of their review and submission f()J' national accreditation for those respective organizations. Accreditation for EMS and MedI"light should be completed by 4th Quarte.' of2011. · Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances. Approved legislative support from the Board of County Commissione."s resulted in the successful effc)J'ts to advocate passage of legislation (SB-2152) that was signed b)' Governor Scott May 26, 2011 that dedicates SUl"plus toll revt~lHws f(w the dt'velopment and annual operation of a Collit'r County Fire/EMS facility at Mile Marker 63. Collier County and Ochopee Fit'e held a preliminary kick-off meeting in August of 2011 to develop a project charter and discuss facility location and construction options. · Continue efforts to address the ALS/BLS delivery system studies in conjunction with the Board of County Commissioners and the Blue Ribbon Task Force recommendations. The Blue Ribbon Task Force has complt'ted its presentations and work- session with the Board of County Commissioners. A draft public safety committee ordinance is currently under review with stakeholders, · Evaluate cost-benefit of contracting with local hospital systems for inter-facility transports. Cost benefit and operational analy'sis concluded that County EMS should maintain pdmary responsibility fOl' Pre-Hospital Emergency Medical Services and private hospitals should I'etain prima.'y responsibility for patient transports between theil' facilities. · Prepare ambulance fee update study. The Board of County Commissioners did not endorse any rate increase studies. Staff will continue to monitor rate fees around the state and review with its billing consultant as needed, Below Meets Exceeds Standard Standard Standard I 2 3 I Ratin2 2 E. Asset Management - Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County infrastructure and assets. · Implcmentation of an Assct Managemcnt s)'stem was initiated b)" Public Utilities, The initial needs assessment for the project was completed resulting in the specifications for engaging a consultant to develop an implementation plan. This engagement will result in the specifications for a system design and is intended to be scalable and adaptable throughout the organization, A recommendation is forthcoming to the BCC in September, 2011. RESULTS: Below Meets Exceeds Standard Standa I'd Standard I 2 3 I Ratinl:! 2 F. Business Process and Performance Improvements. · Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly reporting approach to improve visibility of existing and improved internal controls. XCEL is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of internal controls. This t~ffOJ.t is on-going. · Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. In FY 11, staff has undertaken three Kaizen style process improvement OJ' similar initiatives, plus the rollout of the strategic planning and pt~rfonllant~e measures process improvements. In addition, began a project to implement c1ectmnic plan submittal and review, a significant process improvement for the agency; and have sta,1ed an in-depth p"ocess and system analysis of the capital pro,ject processes of the agency, Finally, to maintain currenc)' on best practices, Collier initiated a local government IH'ocess improvement consortium which has held three quarterly meetings and is focused on exchange of methods for improving government operations. RESUL TS: Below Meets Exceeds Standard Standard Standard I 2 3 I Ratin!! 2 G. Energy Management & Conservation - continue efforts to reduce energy consumption and promote a sustainable environment. · Continue aggressive management and execution of the Energy Efficiency Conservation Block Grant (EECBG) program. Collier County has been aggressively implementing this t~ross-divisional federal gmnt and has obligated all funds for pro,jects that include lighting r'etrofits, solar panels on utility caris, mechanical improvements, improvenl{~nts to traffic flow, t~nt~rgy l'ftidt~nt technology training for building reviewer's and inspectors and a multi-faceted planning effort aimed at reducing vehicle miles traveled, The Department of Energy performed two on-site monitoring visits and all comments n't~eived to date indicate that Collier County is managing an exemplary pro,iect, · Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county property owners to make energy efficiency and wind resistance improvements to their homes with loans repaid as special non-ad valorem assessments of their property tax bill. The BCC authorized staff to release a Request for Information (RFI) for modds and services to administer' a PACE progr'am, The RFI yielded two potential providers and will be evaluated by the task force in September for a recommendation and update to the BCC in October or November 2011. Staff continues to monitor progress at the ft~deral level and recently introduced legislation that would allow state programs to proceed, · Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Staff continues to belitwe this is a viable option, however, the initial t~apital investment is significant and implementation slow as it requires costly conversions or' replacing rolling stock, Mosl funding opportunities require cost sharing. the sour'ces of which have not been identified, Staff continues to explore partnership opportunities that might offset the initial capital outlay, RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Ratin!! 2 H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. · Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include, enforcement of abandoned properties and implementation of the BCC-approved foreclosure initiatives. Provided monthly updates on Code Enfon.~ement website for foreclosure resources and participated in scheduled Foreclosure Task Force events for (~ommunity members. · Promote the purchase, renovation and resale of abandoned and foreclosed properties to qualified buyers. In F'Y 2011, using Neighborhood Stabiliz~ltion Program (NSP) funding, a total of fifteen (IS) foreclosed propel1ies have been acquin~d. Renovation has been completed on sixteen (16) previously purchased NSP properties, and renovation is ongoing at six (6) propel'ties, In FY 2011. a total of ten (10) homes have been resold to qualified buyers, RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Ratio!! 2 I. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared' Economic Emergency'. · Attain Return on Investment from advertising and promotion at an average of $17 for each $1 spent. The Return on Investment 1'01' each dollar invested in destination advertising and marketing as compal'ed to visitor spending resulting from that investment is calculated at $19,50 for Quarters 1,2 and 3 of FY II. This is down 51.15 fmm FY 10 due to the slow (~(~onomic re(~ovel'Y resulting in low hotel rates and reduced consumer spending, · Grow year-round hotel occupancy levels to 72%. Hotel Occupancy as calculated thmugh June of 2011 stands at 72.2% up 4.4%, OWl' the same period in 2010, The slower .July-Septembel' period will bring the fiscal year average down, but we are predicting we will end the fiscal year at 64%, up 1.3% over 2010. · Develop a plan to increase the athletic/sporting event market in the County. Th(~ number of visitors and participants attending amateur sports events in our community continues to grow with hotel room nights at 6,185 through .June as compared to 4,218 for all of FY 10. · Coordinate stakeholder input regarding potential reallocation of TDC revenues and present findings to BCC in a workshop by end of November 2011. A new TDC sub-committee held their first meeting on April 1, 20ll and those meetings continued through August with public input. We plan to review the I'ecommendations with val'ious community stakeholder groups and plan to report to the BCC by November, 2011 on the committee's recommendations. RESUL TS: I Below I Meets r Exceeds Standard Standard Standard I 2 3 , Ratinl! 2 J. Business and Economic Development · Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. In August 2010, the Managcr co-hosted a series of six "economic c1im~lte" workshops with 90 of Collicr County's business leaders to solicit ideas fOf' improving the local economy. I have also worked collaboratively with the Chamber and Hodges University to gathcr information from comparable local govemments about thc structure and function of economk development programs. That effort is continuing into a more detailed sccond phase of data collcction and analysis. This effort is scheduled for completion by thl~ end of201 1. In March 2011, the BCC authof'ized the staff and the EDC to conduct a sef'ies of Imblic workshops to solicit input and develop a ncw plan for promoting economic and business development in the County, The results of that work will be the subject ofa workshop on September 23, 201 1. · Develop a plan to improve the competitiveness of the County's economic incentive programs. Reseaf'ch into alternative incentive program information is on-going. Final plan recommendations will be contingent on BCC directions coming out of the Septembl~r workshop. · Develop a modified Fast Track Permitting process. Fast Track modifications are expected to go before the BCC for considef'ation in early 2012, · Work with the EDC to explore opportunItIes to improve the results and accountability of the public Iprivate partnership. Options to the {~urrent structure and functions of the public/privatl~ partnership with the goal of improving Collier's competitiveness, results and accountability will be ~l primary discussion point at the September 23, 2011 BCC workshop. RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 r Rating 2 Commissioner's Comments: Mr, Ochs is a very pleasant and courteous e:entleman. Commissioners Sue:e:estions for Improvement: Mr. Ochs reliance on the direction of certain commissioners is resultine: in performance below the potential I believe he has. This evaluation is not intended as a reflection of stafrs performance. It is intended to be a reflection of the manae:ement of staff. Patricia L. Morgan Pdf{ ~: ~ ~lcA q{2.'l (201\ From: Sent: To: Subject: Attachments: BrockMaryJo < MaryJoBrock@colliergov.net> Monday, September 26, 201111:26 AM Mitchell, Ian; Allen, Debbie; Patricia L. Morgan FW: Your Evaluation - Final Version FY2011_Perform_AppraisaUi nal- Leo 092611.doc Item 1oA-additional back-up. From: BrockMaryJo On Behalf Of OchsLeo Sent: Monday, September 26, 201111:00 AM To: IsacksonMark; BrockMaryJo Subject: FW: Your Evaluation - Final Version From: RaineyJennifer Sent: Monday, September 26, 2011 10:51 AM To: OchsLeo Cc: HillerGeorgia Subject: Your Evaluation - Final Version Leo, I apologize I sent a down level version of your evaluation. Attached please find the final version. qAwr.1c /1.011.. 3tUU1.ifc'c ~ Ji-udill'e <fliJa to ,jJ_'tri of~ f'pmml6tlolUlti <fliJa to ~ #eo'Wlo. rftlJWc. JJlAt!cld n Jl99 qamJ.tunJ.q'tfl.llJtUt. $u.Jt& 1/ JOJ d'aplu. d.t J4111 (IJ9J 161-8601 (IJ9J 16!-6407 daJt e 'rldl! addresses dr~, public records !f you do nol want your n-mdil address released Jf' response to a public records contact this office by 10lepl1011e Of m wntlnq do nol send 1 Office of the County Manager MEMORANDUM Date: September 1, 2011 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: FY2011 Performance Review Consistent with the requirements of my employment agreement, please find enclosed my Self Appraisal for fiscal year 2011. It has been a year of significant change and difficult challenges for our organization, but I believe with your support and the tremendous work of our dedicated staff, much was accomplished. Please return your graded packets to me on or before September 19, so that I may consolidate the grades for presentation at the September 27, 2011 Board meeting. If you would like to meet to discuss your rating, please let me know and I'll make the arrangements. In keeping with our past practice during these difficult budget conditions, I will decline any merit payor base salary adjustment to stay consistent with the restrictions applied to the rest of the County work force. Thank you for granting me the privilege of serving as your County Manager. Commissioner Hiller Input The County Manager is tasked with carrying out the policy direction provided by the Board of FY2011 Action Plan Leo E. Ocbs, Jr., County Manager County Commissioners. He is by ordinance to provide leadership for the day-to-day operations of the employees of the Board of County Commissioners. The following Action Plan is developed in an effort to provide clear expectations for the County Manager for the period from October 2010 through September 2011. The Action plan is based on the broad areas generally expected to be performed by the Executive Officer, including: communications, leadership, organizational direction, financial oversight, personnel, growth and capital project management. This part of the action plan represents 40% of the annual evaluation weight. Each Goal for the fiscal year will also be evaluated and will represent the remaining 60% of the annual evaluation weight. These areas are further categorized as to their pertinence and support of the FY 10 Strategic Focus Areas (SFA) and their Goals for Collier County that are enumerated below: It is Collier County's Vision - To Strive to be the Best Community in America to Live, Work, and Play. From this Vision flows the statement of our County's Mission - To Deliver High Quality, Best-Value, Public Services, Programs, and Facilities to Our Residents and Visitors. The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals: SF A. I. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SF A. 2. Growth Management - To responsibly plan and manage community growth, development and redevelopment, and protect the natural environment. SFA. 3. Community Health, Wellness and Human Services - To improve the quality of life and promote personal self-reliance and independence. SF A. 4. Infrastructure and Capital Asset Management- To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future. SF A. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. SFA. 6. Governance - To sustain public trust and confidence in County government through sound public policy, professional management, and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a I to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRA/appraisal form. Score 1 Below Standards 2 Meets Standards 3 Exceeds Standards Result . Some improvements and/or early good performance levels in a few areas . Results not reported for many to most areas of importance to the organization's key business requirements . Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements . No pattern of adverse trends and no poor performance levels in areas of importance to the organization's key business requirements . Some trends and/or current performance levels--evaluated against relevant comparisons and/or benchmarks--show areas of strength and/or good to very good relative performance levels . Business results address most key customer, market, and process requirements . Current performance is excellent in most areas of importance to the organization's key business requirements . Excellent improvement trends and/or sustained excellent performance levels in most areas . Evidence of industry and benchmark leadership demonstrated in many areas . Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Needs Improvement Meets Expectations Exceeds Expectations Scale 1.00 - 1.66 1.67 - 2.33 2.34 - 3.00 Honorable Board of County Commissioners: I'm pleased to present to you the accomplishments achieved under the County Manager's FY2011 Action Plan. This past year has again been an exceptionally challenging and rewarding year for County government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer expectations, County staff has continued to deliver high-quality, best-value services, programs and facilities to our residents and visitors, as detailed throughout this Action Plan report. I lead a first-rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and developing a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency's vision of becoming the best community in America to live, work and visit. While every area of this performance report has received specific attention during this review period, the following important issues received my highest attention and priority this past year. Budaet and Financial Manaaement The Board once again set rigorous budget guidance for FY 2012 requiring no increase in property tax rates, despite a 5% average reduction in taxable property values County-wide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in operating hours and no planned layoffs or furloughs in FY 2012. In addition, staff maintained a fully funded and policy compliant debt management program and maximized opportunities to stabilize and lower debt service costs. Despite additional reductions in ad valorem general fund revenues in FY 2012, staff was able to increase the fund's reserve position by approximately $4M and achieve the 2.5% contingency reserve policy objective established in budget guidance. Finally, the Board received a favorable year ending FY 2010 Consolidated Annual Financial Report with fewer findings than the previous audit period. Economic Recovery and Business Development With Board support and endorsement, staff has continued the efforts begun last year to establish a more customer focused business and regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Significant progress has been made in processing building permit applications and land use reviews, streamlining regulations and managing costs. Staff has also worked closely with the Economic Development Council, Chamber of Commerce and community business leaders to evaluate and develop alternatives to the current public-private partnership formed to promote business and economic development. Concepts and recommendations will be presented for BCC consideration at the September 23, 2011 EDC workshop. Oraanizational Effectiveness and Accountabilitv I have continued to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and satisfy our customers' reasonable expectations. We have integrated performance measurement and benchmarking into our strategic, operational and budget planning efforts. We continue to implement business process improvement initiatives in an effort to eliminate waste and improve the quality of our services. We continue to conduct formal assessments of our business risks and make efforts to improve our financial and operational accountability. We strive to be a self-initiating, self-correcting organization that takes proactive measures to avoid mistakes and, when mistakes occur, moves decisively to implement corrective measures and procedures to avoid similar problems in the future. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to provide best-value services and programs in these very challenging times. The following areas of Communications; Leadership/Organizational Direction; Personnel Management support the Strategic Focus Area 6 - Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. COMMUNICATIONS Below Meets Exceeds Standard Standard Standard 1 2 3 C.1 (Internal) The County Manager will be expected to 1.67 provide the BCC with timely and accurate responses to requests for information, as well as, coordinating drafts for plans, fees and controversial ordinances with the BCC members before the information goes public. RESlJLTS: Staff .'esponses to BCC inquiries have been timely, accumte and thorough, with very few e,xceptions. Regularly scheduled BCC agenda review meetings have been maintained with t'ach Commissioner, which art~ also used to provide regular updates on items of specific interest. In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal meetings, telephone contacts and e-mail communications. Conn'rted effort has been made to provide timely notifkations, read-aht~ad matt~rial, and advanced briefings on all hif!h profile upcomine: ae:enda items and media issues. C.2 (External) The County Manager will be expected to 2.33 provide information to the public through a minimum of one speaking engagement per month on average, as well as, developing new means to provide information to the public regarding County information. RESULTS: The County Manager has spoken at 16 public engagements during the past year including local TV and radio news progmms, business and industry associations, civic and homeowner associations and numerous se.'vice clubs. In addition to the more convt~ntional methods of public info.'mation, Twitte.., Facebook and YouTuhe accounts for the County Manage."s Agency were launched in the past year - expanding the communication channels used to provide information to residents and visitors, Tht' County web sitt~ continues to be an informative, accessible and useful site fOl' thousands of visitors each month who are seeking information about County services and prognlms. A mobile version of the county website compatible with smart-phones has been established. \Veb site streaming video has been made compatible for Mac users. Staff continues to explore the use of other mobile technologies as part of an evolving customer service stratt'gy. C.3 (External) The County Manager will be expected to 2.33 ensure that the organization has systems In place to ensure that the general public is responded to in a timely and accurate manner. Also, improve Public Relations by providing more understandab Ie and complete information to the public. RESllLTS: The Agency Issue Management System (AIMS) continues to provide a fast, .'cliable method for intakt~ of constituent service re<luests and complaints, as well as a ust~ful tool for tracldng these items to completion and I'eporting results, 323 AIMS issues were recorded, managed and rcsolved thm August 31, 2011. I~'or FY 2011, rcsponse rates for constituent contact on/beforc fivc business days is 99(%, while response ratcs for issues c10scd on/before five business days is 83(X., Mort, than 700 news rcleast~s/meeting notict~s arc iSSllt'd annually, The Citizt~n Liaison continues to process all non-personnel public I'ecords requests in an accurate and timely fashion, 199 public I'ccor'ds requests were processcd in FY 11, through .Junc 30, 215 were proct~sst'd in FY 2010, Collier TV (Channel 97) offcrs 24 hours of programming, 7 days a weck and broadcasts between 800-1000 hours of live meetings annually, including several off-site meetings. Recent special programming included hurricane and wildfire preparcdness, FEMA flood map information, and a series of videos produced for the Public Utilities Division, along with 26 new episodes of the County's pet adoption program. LEADERSHIP/ Below Mects Exceeds ORGANIZA TIONAL DIRECTION Standard Standard Standard 1 2 3 L.I The County Manager will ensure that there is a clear 1.67 direction that IS communicated throughout the organization. RESULTS: A dt~al'ly dt~tined, formally established organization structure and management chain of command is used to communicate operational ob,jectives, policy directives and routine business information to the County workfol'ce. Major' progl'am and scrvice goals and objt~t.tives art' aligllt'd around the Board's strategic plan and Division tiVt~ year business plans, which are, in turn, incorporated into each depar'tment's annual work program and individual em ployee performance objectives and ke)l rcsult areas. Rcgularly schedulcd Division staff meetings have been held with attendance and input of staff from the Clerk of Courts, County Attorney, CRA & Airport Directors. I try to engage in as much direct interaction with County staff as possible, pal1icipating reguhldy in evcnts like our new employee orientation sessions, servicc award breakfasts, s(~mi-al1nual senior managt'ment retl'eats and informal field visits to t'ach opel'ating division ~lt least once each year. I also continue to use the employee newsletter and the e-mail s)lstem to communicate with our workfOl'ce. L.2 The County Manager will ensure that all executive 1.67 summary reports provided to the Board have specific and clear recommendations. RESULTS: Staff has worl{ed diligently to insure that ex(~cutive summaries arc accurate, thorough, clearly written and contain appr'opriate and sufficient financial analysis and legal review. We also continue to seek wa)ls t.o make the entire agenda preparation and review process easier', faster' and more convenient for the BCC, staff and public to use and access. In that regard, the County's new automated agenda s)lstem, "Agenda Central" went live in (~arlv FY 2011. L.3 The County Manager will provide opportunities for the 1.67 Board of County Commissioners to discuss and set proactive policy direction on key community issues. RESULTS: Six workshops were held in FY 201 J giving the Board many opportunities to discuss key community issues. Workshops with both the Naples City Council and the Dish'ict School Board provided elected officials opportunities to review imporbmt public poli(~y and service level issu(~s. The Strategic Planning Workshop held on Mat'ch 11, 2011 provided an opportunity to confirm and update important areas of public polky and service standards. The EDC Wo..kshop held the same day gave the Boanl of County Commissioners a fo..um to dis(~uss and debate stratt~gies and plans for the pn~ssing economic & business issues cu....ently facing ou.. community. The BCC continued to be actively involved with state and federal issues, working in collaboration with the County's lobbyists to ensu..e our legislative prio..ities were advanced in Tallahassee and Washington D.C. PERSONNEL MANAGEMENT Below Standard 1 Meets Standard 2 1.67 Exceeds Standa..d 3 P.I The County Manager will ensure that the County follows the Board's established policies for the hiring and management of its em 10 ees. RESULTS: The COUllty Managet.,s Office, in f..equent consultation with the HR Departnlt~nt and the Coullty Attorney's Office, actively manages the compensation and pet"s(mnel management system, focusing on compliance with all relevant employment and labo.. laws and county policies. Several updates to agency policies and p..ocedures we..e ('ompleted in tht~ past yt~ar. The fIR Department maintained it.s employee recognition program, increased its in-house trainin offerin s, and continues to novide tar ett~d and com n~hensive HR services. P.2 The County Manager will provide to the Board an annual 1.67 pay plan as part of the budget that will provide for an or anized means for sala administration. RESULTS: Again this year, the Human Resources Department conducted the annual compensation and benchma..king su..vey with in-house resou..ces. The study revealed that the County's compensation plan is generally competitive with equally sized and situated agencies. The FYI 1 Compensation Plan, with no adjustments to pay ranges, was app..oved by the BCC on St'ptember 28, 2010. The HR Department will submit the FY12 Pay Plan fhr BCe a )I"oval at its Se tember 27,2011 meetin . The following area of Growth Management supports Strategic Focus Areas SFA. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management - To responsibly plan and manage community growth, development, redevelopment, and protect the natural environment and SFA. 5. Economic Development - To support a business climate that promotes a sustainable, diversified and growing economy. GROWTH MANAGEMENT Below Standard 1 Meets Standard 2 1.66 Exceeds Standard 3 G.I The County Manager will ensure that the Land Development Code (LDe) IS responsIve to community needs and consistently applied. The BCC will provide guidance to the staff to these ends. Complete development of an Administrative Code. RESO L TS: The proposed new Administrative Code is expected to be delivered to the Development Services Advisory Committee (DSAC) and the Collier County Planning Commission (CepC) by October 2011 for their revit'w and rt~comnlt~ndations, with BCC review and approval scheduled for the t'nd of calendar yeal' 20 II. Staff is also preparing recommended LDC updates and a draft administrative review process for routine approvals, minor deviations to the LDC and minor amendments to PUDs. Staff briefed the BCC on this effort on .June 28, 2011. G.2 The County Manager will continue to implement measures to Improve customer servIce in Growth Management Division (GMD). Expected outcome is to get permits and development revIew items back to the customer within established standards, and to reduce the number of repetitive reviews. RESliL TS: In .January 2010, the Growth Management Division's (GMD) Business Ctmter and Clit'nt Services sections were formed to address and remove I'edundant business processes by combining similar land use and building pel'mit functions. As a result of this busint~ss initiative, staff was able to deliH~I' more responsive and personalized servit~e to their customers and significantly decrease overhead and operational costs. 2.33 In .June 2010, tht~ GMD revised the building permit application and rt~view prot~ess, reducing the required number of plan sets and the total numbel' of days to review building plans. Tracking data on these I'eviews has documented that reviews are meeting 01' exceeding established standards and no refunds for untimely' rt~vit'wS haH~ bt~t~n issued. Additional value added services implemented this year include an electronic plan submittal and review option and a credit card payment option for clients. Customel' and industry feedback to the changes imlllemented to date have been very positive, G.3 The County Manager will provide staff coordination 1.66 through a senes of citizen committees to study and implement numerous community planning initiatives. RESULTS: Staff provides administrative and technical support to a val'iety of on-going community planning initiatives including the folhrwing: Citizens Advisory Committt~e (CAC), Technical Advisory Committee (TAC), Pathway Advisory Committee (pAC), Development Services Advisory Committee (f)SAC), Emironmental Advisory Council (EAC), llistodcal and Archaeological Advisory Board, Produt.tivity Committet', Flood Plain Managt~ment Committee (FPMC), Community Traffic Safety Team, Master Mobility Plan citizen stakeholders, East of 951 Horizon Committee, Civic Associations, MPO meetings, MSTU Boal'ds, Local Coordinatin!! Boal'd (LCD). GA The County Manager will prepare for adoption of a 1.75 financially feasible Annual Update and Inventory Report (AUIR) and amendment of the Capital Improvement Element (CIE) of the GMP with the CIE found m compliance by the Florida Department of Community Affairs (DCA). RESULTS: Thl~ 2010 AlIIR/CIE was approved by the BCC on November 10,2010. After a number of modifications, the DCA accepted the cm on April 11, 2011. The 2011 AL!lR/Cm is on schedule to be reviewed and approved by the CCPC by October 31, 2011 with the BCC scheduled for approval at a sllecial November 15,2011 hearing. The following areas of Capital Project and Financial Management support Strategic Focus Areas SF A. 1. Quality of Place - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SF A. 4. Infrastructure and Capital Asset Management - To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future; and SF A. 6. Governance - To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. CAPIT AL PROJECT MANAGEMENT Below Meets Exceeds Standard Standard Standal'd 1 2 3 CP.I The County Manager will provide a capital budget that 1.75 will clearly describe the capital projects proposed for the following fiscal year along with the proposed means for funding such projects. RESllL TS: The FY 2011 adopted budget, as well as the FY 2012 proposed budget, contains a comprehensive annual capital improvement program section which provides a detailed description of actual and anticipated capital revenue sources and expenses by fund and project. CP.2 The County Manager will provide regular updates to 1.75 the County Commission on key capital projects in a manner which is easy to understand and timely. RESULTS: Staff communicates regularly with each Commissioner to provide updates on specinc capital projects. Combining the annual AL!lR and CIE provides the Board an intl~grat<:d, l~omprehensive review of the capital program that addresses Il~vel of service standards, specific project details and comulete funding plans. CP.3 The County Manager will ensure that for each key 1.75 capital project that there is clearly established responsibility, budgets and schedules for each. The Manager wi II also implement business processes that will control costs and cost overruns. RESULTS: An integrated automated tracking system continues to he utilized by all divisions to monitor projed results. Agency wide systems have been implemented to standardize and improve our capital project planning, execution and administration. In addition to the improvements made in the AUIR and capital budgeting processes mentioned l'arlier in this n~view, efforts to improve systems of procurement, contl'act management, value enf!ineerin1!, chanf!e order utilization, contractor Ilerformance compliance and regular I staff tmining are on-going. FINANCIAL MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 F.I The County Manager will present an opportunity 2 annually, prior to the development of the annual budget, for the County Commission to have a policy level discussion regarding the next year's annual budget. RESULTS: Annually, the County Manager provides the BCC with recommended polices and measures to guide the deV('lopl11ent of the Collier County budget. The FY 2012 proposed budget policy was ,'eviewed and endorsed by the Productivity Committee and adopted by the Bmnd on February 22, 2011. F.2 The County Manager will develop an annual budget that 2 will be presented to the County Commission In workshop format and then again in accordance with statute for public participation through a series of two separate public hearings. RESllLTS: The proposed f'Y 2012 County budget was presented to the Board during the annual workshop held on .June 16,2011. A millage neutral proposed budget was presented and the maximum ad valorem millage rates were set on .July 26, 2011. Public hearing dates in Septem bt'r were confimled for St~ptel11ber 8 and 22,2011. F.3 The County Manager will present a budget for FY12 that 2 will be in keeping with State mandated property tax reforms and meets BCC guidance. RESULTS: III keeping with the Board's guidance, a millage neutral budget was p,'esented resulting in a 3%. reduction in the gene,'al fund with no significant reductions in front line services, no planned lay-offs or furloughs, no new user fees, no planned facility closures and no ne\-v position ,'equests. Annual debt service is fully funded and compliant with BCC Debt Mamlgement policy and general fund contingency reserves have been increased to comply with budget guidance. This was a significant accomplishment given the 5.1/% reduction in County wide taxable property values and the challenges presented by the local economic rt~t~t'ssion, FA The County Manager will provide annual updates of user 2 fees and other non-Ad Valorem revenue, I.e. impact fees, grants, etc. RESULTS: liseI' Ft'es: No new fees or increased fees were issued in FY2011, nor arc any planned in FY2012, Staff will evaluate the market competitiveness of current fee structures and make any recommendations in conjunction with the FY 2013 budget policy proposal. Imlmct Fecs- Impact Fee studies that commenced or we"e in process in FY 2010 have all been completed, with the exception of School, which is aW~liting the transmittal of the School Board n'commendation. Additionally, the impact fee indexing cycle for FY 2010 was completed for Community and Regional Parks and Correctional Facilities. Road Impact Fet~s were rt~dut~ed by 42%), In October 2010, the Board approved a 50%) reduction of the then cunent School Impact Fee rates, based on the School Board's recommendation. This reduction is scheduled to remain in place until Octobel' of 2012, at which time the rates will be rt~valuated. The t~urn'nt study, described above, is bein2 complt~ted in ordcl' to comply with local and statutory ,'equirements for impact fees studies, Dm' to the timing of the adoption of tht~ above studies and indexing, tht~ 2011 indexing will be prepared in the fall of 2011. This indexing will include Road, Parks, Library, Government Buildings, Law Enforcement, Dependent :Fire, EMS and Correctional Facilities. Rt~quirt~d full studies schedult~d for 2012 include Road, Pa,'ks and Correctional Facilities. Grants-Tht, FY10 annual (;rant Report was prt~sentt~d to the Board of County Commissioners on December 14, 2010. In FYI 0 78% of grant applications were awa,'ded for a total awanl amount of $38 million. As of August 31, 20ll, $39 million in grant funding has bet'n submitted for FYll, with a success rate of 99'Xl for those that have had a funding decision determined. Approximately S 1 0 million of current funding requests are still pending award by grantm's. The final :FYll report will be presented to tht~ BCC in Novembt'r 2011. F.5 The County Manager will work cooperatively with the 2 Clerk of Courts on the preparation of the CAFR and respond promptly and thoroughly to any issues raised by the external auditors. RESULTS: The year ending September 30, lO1O Comprdlensive Annual Financial Report (CAFR) was accepted by the Board on March 8,2011. The County Manager's Agency works closely with the Clerk's Finance Department in reviewing audit comments and add I't~ssing any audit <Iuestions. An internal audit oversight committee t~onsisting of representatives from both agencies has been established to help facilitate production of a thomugh and timelv annual external audit. Goals for Fiscal Year 2011: As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the annual evaluation weight. I. Execution of the County's 10 Year Strategic Plan. Continue execution of the County's 10- Year Strategic Plan and alignment of the entire County Manager/BCC Agency organization around that plan by integrating multi-year business plans, annual operational work plans and individual performance goals and objectives. Develop a system of integrated strategic, operational and budget planning with related performance measurements. Conduct an annual or bi-annual BCC Strategic Planning Workshop. RESllL TS: First yt~ar implementation of an integrated strategic, operating and budgt't planning cycle is in progress (and will be refe'Ted to as the Planning andPerfo,'m~lJlce Management Lirecycle). An updated and enhanced strategic plan was approved by the BCe in March. Staff tht~n tTeatt~d 5 and 1 year business plans and pt~rfol'lnanct' nlt~asures rOl' FY 12 that are aligned to the budget. Below Meets Exceeds Standard Standard Standard I Rating /1 1;.67 /3 2. Long Range Planning. Continue to develop and execute a variety of long range planning initiatives including the following: · Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011. · Completed. Adopted by thc BCC on Janual'y 31, 2011, submitted to DCA on Febnral] 9, 2011 and found in compliance by DCA on April 15, 2011. · Complete the Master Mobility Plan by September 2011. · The original schedule was modified to accommodate requests for additional public involvcment. The CUl"rent s{~hedult~ calls for submission of the draft Master Mobility Plan to the BCC in November and the final on Deccmber 13,2011. A website has been established and 2 public stakeholder meetings have been {'onducted with 3 more planned in October and November. · Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by January 2011. · Parks and Recreation bl"Ought the master plan to the Board of County Commissioners for approval on February 22, 2011. The Board of County Commissioners directed staff to create more opportunities for vetting the master plan with the public. Public meetings with the Commissioners were held on April 6, 2011 at South Regional Library and April 7, 2011 at University Extension Office. Feedback from these public meetings along with n~t~ommendations f()r adoption of the Parl{s and Recreation Mastel" Plan are scheduled for presentation to the Board of County Commissione,"s at their September 13,2011 regularly scheduled meeting. · Complete the Long Range Transportation Plan Update by January 2011. · The final Plan was approved by the MPO Board on December 10, 2010. · Develop a Surface Water Master Plan that integrates the results of the Watershed Management Plan, Flood Plain Management Plan and Storm Water Management Plan by February 2011. · In November 2010, the BCC appl"Oved a change to the schedule to allow the public greater opportunity to provide input to the Watershed Management Plans (WMP). In onler to receive as much public input as possible, staff has {~ondut"ted the f()lIowing meetings and pn'sentations: EAC (7), DSAC (2), CCPC (5), General Public Meetings (8). Staff expects to bring the final recommendations to the BCC by October 31, 2011. The Floodplain Managenlt'nt Plan Update Report was approvt~d by the BCC on .June 14, 2011. · Complete the 20 10 Census and bring redistricting options/maps to the BCC in late summer 2011. · Staff is still on schedule to hold public hearings and submit map options to the BCC for consideration in September 2011. A Pro,ject Management Plan, pl"Oposed redistricting criteria, and hiring a consultant to provide an independent review of the process was accepted by the BCC on April 26, 2011. The School Board has agreed to use the same boundaries as the BCe. Staff completed five (5) alternative maps on July 6, 2011. Meetings with County Advisory committees and the general public were conducted in August. This item is scheduled for presentation to the BCC on September 13, 2011. RESULTS: Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 3. Improved use of technology and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency-wide electronic document/records management system. Develop additional opportunities to transact business w/customers on-line. RESU L TS: Efforts l~ontintW to transal.t more businl~ss with customel's on-line. The Airp0l1 Authority, Communication and Customer Relations, DAS, Library, EMS, Parks, Solid Waste, Growth Management and Utility Billing Customer Service now accept credit cards for certain on-line transactions. GMD has also initiated electronic submission of applications for "single trade permits." lJ pgrades to the automated budget and agenda management systems were also implemented to improve l~fticiency. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 4. Succession Planning. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross-training, employee development, and succession planning endeavors. RESULTS: (;raduated the first class of the Succession Planning prognun and selected candidates for the second group, who began a two year program geared at developing promising supervisol's into strong management candidates. In-house training programs are now the Agency's pl'imary source of employee development and numerous programs are offered through our HR department in subject matter ranging from management and leadl~rship to communications and inter-personal skills to personal improVl~ment to technical sliills. Below Meets Exceeds Standard Standard Standard t 2 3 I Rating 1.67 5. Continued development of the Federal and State Legislative Programs. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. RESULTS: The approved federal agenda was presented to the congr'essional delegation and agency officials during the D.C. trip in March, 2011. In May, Governor Scott signed SB 2152 which includes language that dedicates excess toll revenue from the Alligator Alley toll mad to develop and opemte a fire station at Mile Marker 63 to provide tire and r'escue services on the Alley - a critical public safety need, Staff accompanied two commissioners to T~lllahasset~ for F AC Legislative Day and met~tings with the Governor, t~abinct officials, and agency dir'ectors during the 2011 legislative session. The BCC set its 2012 state legislative priorities at the .July 26, 2011 BCC mccting. Below Meets Exceeds Standard Standard Standard I 2 3 I Ratill2 2 6. Successful capital proiect management. FYII will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects of Interest: · Collier Boulevard from Davis Boulevard to Golden Gate Main Canal · Contract awarded to Astaldi at 6/14 BCC Meeting. Construction Engineering and Inspection (CEI) contract was awarded to Atkins on .Ium' 28, 2011. Notice to Proceed (NTP) was issued to Atkins for CEI services on August 26, 20 11. NTP will be issued to Astaldi to commence construction by October 1, 2011. This project has been t~ombined with and is following the sanl(' construction st'ht~dule as the Davis Boulevard from Collier Boulevard to Radio Road Pro,iect (see below). · Oil Well Road Multi-Laning · Constr'udion 60%, complett~d. Anticipated completion by early Summer 2012 · Davis Boulevard from Collier Boulevard to Radio Road · This projcct has becn combincd with and is following thc same construction schcdulc as the Collie,' Boulevard from Davis Boulevard to Golden Gate Main Canal pro.iect (sce above). An advancemt~nt with rcimburscmcnt .Joint Participation Agret~mcnt (.lP A) withFDOT was executed and provides for FDOT to rcimburse up to $20M for thc combincd project in tcn quartcrly paynlt~nts beginning aftcr .July 1,2012. · Obtain approval from the FHW A and FDOT of Interchange Justification Report (DR) for Everglades Boulevard Interchange at 1-75 · Draft of I.m to be completed b~! December 30,2011 · North County Water Reclamation Facility Alignment Project · All aeration basin I'cpair and rcplaccment work is complctt'. All odor control work is complete. B1cach facility upgrades are complctc. Both pond linings are complctc. Substantial complction was the end of August 2011. Final compldion is slated fOl' tht' t~nd of Novembcr 201 J. · North Collier Regional Water Treatment Plant Water Quality Sustainability Project · Degasitier units 1 and 2 placcd into scrvicc in December 2010. Dcgasifier units 3 and 4 placcd into service in March 2011. Final projcct completion was July 15, 2011. · Landfill Gas to Energy Project · Tht~ Landfill Gas to Energy Facility rct~eivcd a Ct'rtificate of Occupancy on May 6, 2011, and bcgan exporting power to Florida POWt~I' and Light. Tht~ County n~ceivcd its first paynlt~nt for gas sales from \Vaste Management Renewable Energy Inc., on .June 20, 2011. · North Collier Recycling Center · The projcct was completed thc end of August 2011, ahcad of schedule and on budget. RESULTS: Below Meets Exceeds Standard Standard Standard J 2 3 I Ratinl! 2 B. Other Significant County Projects: · FPL and Collier Boulevard Greenway Projects · Completed f'ebruary 2011 · Lely Area Storm Water Improvement Project (LASIP) · Two LASIP Pr'ojects: NOI"thwest Royal Box Culvert and Whitaker Road Weir Swale Impr'ovements and Box Culver't were awarded by tbe BCC on January 25, 2011 for construction and tbe construction is unden'l'ay. As of .June 2, 2011, 37'% of the work complt~tt~d. Fifteen (15) other LASIP projects are in various phases of design and l'igbt- of-way acquisition. The LASIP projects are pr'ogressing on schedule per' the Construction Plan schedult'. · Design and permitting for permanent Transfer Station construction at Collier County Government Center · Design and permitting cUlTentIy scheduled to be let to bid for construction by October 2011. · Naples Depot Renovation · The building restoration and exhibit plan was completed and the Naples Depot Museum was reopened to the public on Januar'y 7, 20 It. The facility is fully staffed and opt~n to visitors six days per week with over 90% of its permanent exhibits in place. Final exhibit installation will be completed by December' 2011. · Bluebill Avenue Public Beach Access, Restrooms and Intersection Improvements · This project will be split into two parts; the walkover, turnaround, drop off and infrastructure was approved by the BCC on .July 26, 2011 with substantial completion scheduled by December I, 2011. The bathroom building will not be constnrctt~d until the propost~d AE zone FEMA Flood Map designation is adopted. . Gordon River Greenway · Currently, the project is at 60% design. Rezoning of the park was completed summer 2011. Planned design to bt~ pn~scnted to the BCC in November 2011. . Wiggins and Clam Pass Dredging · Wiggins Pass Maintenance Dredging was completed in March 2011. Clam Pass Tidal Flushing Maintenance Dredging permit is still pending from Florida Department Environmental Protection and The IJnited States Army Corps of Engineers based on an outstanding Biological Opinion from United States I,'ish and Wildlife Service. · Margood Park · Constt'uction began on July 6, 2011. Initial project constr'uction to include installation of bocce ball, volleyball, horseshoe pit, clearing of property, and establishment of parking ar'ea for kayak/canoers. . Bayview Boat Park · Phase I completed in January 2011. The design of Phase II and III is proceeding and permits are expected to be issued by the end of calendar year 2011. · Immokalee South Park · Contract awarded; construction to be completed by spring 2012. RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Ratin!! 2 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process · Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 20 I I. Staff has implemented Phase III (Building Plan Review, Inspections, and Contractor's Liscening) of the CityView application and expects to go-live with tht~ final phast~ of portal in September 2011. . Complete and field the first phase of electronic plan submittal and reviews no later than January 2011. Staff' is cUlTently aCt~epting and reviewing single trade pt~rmits via fax, email, and pdf file exchange, and reviewing digitally. In .June 2011 the Board of County Commissioners approved a contract with the County's t~urrent ECM provider (SIRE) to provide their Adive Revit~w Modult' to support the digital review and mark-up of building permits, land use submittals, and capital project plans. The anticipated go-live for this application is January/February 2012. · Implement credit card payment system in GMD no later than January 2011. Completed in December 2010. Process in place and Website active for online payment. RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Rating I 1.67 B. Grant Program Management - Continue efforts to improve all aspects of County grant program management through consolidation of resources and centralized administration of acquisition, compliance, accounting and reporting requirements. The Grants Management Office was strengthened with the hiring of two grants a(.~countants to provide agen(.'y-wide assistance with gl'ant compliance. As the volume of grant funded initiatives increases, this highly specialized skill set becomes more in demand. While the program began its efforts in the HHSV and Transportation art~as, this is a county-wide resource designed to ensnre full compliance with the complex requirements associated with the use of grant funds. RESllLTS: Below Meets Exceeds Standard Standa I'd Standard I 2 3 I Ratine: 2 C. Continue to refine and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Du(.' to the transition to th(.' new planning and performance management Iifecycle, OpsTrack was suspended for FYI1. However, new, more meaningful measures have been developed and <Iuarterly monitoring will begin in FY 12 that includes projection trending for a five year horizon. In April, Citizen Centric Performance Measures focus groups were held to provide additional feedback. Measures identified will be transitioned into the I'-Y 12 performance management cycle. RESlJL TS: Bclow Meets Exceeds Standard Standard Standard 1 2 3 I Ratine: I.M) D. Improve emergency preparedness planning and response capabilities. · Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. RESULTS: Collier County Emergency Management and the Collier County Health Department maintain plans, polices, procedures and resources should another outbreal{ occur. Thl' threat of pandemic for this flu season has been low. ()n-going monitoring and coordination with the State and Federal health officials will continue indefinitely to ensure reasonable planning assumptions and local capabilities. · Continue efforts to build our emergency management program in a fashion so as to meet or exceed national requirements for accreditation under the National Emergency Management Accreditation Program and National Fire Protection Association (NFP A)-Standard 1600. Collier County Emergency Management staff has completed all document submission for pre-accreditation assessment. Emergency Medical Services and Ml~dFlight have l~ompleted 8()(XI of their n~vil~w and submission for national accreditation for those respective organizations. Accreditation for EMS and MedFlight should be completed by 4th Quarter of 2011. · Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances. Approved legislative support from the Board of County Commissioners resulted in the successful efforts to advocate passage of legislation (SB-2152) that was signed b)' Governor Scott May 26, 2011 that dedicates surplus toll revenues for the development and annual operation of a Collier County Fire/EMS facility at Mile Marker 63. Collier County and Ochopee Fire held a preliminary kick-off meeting in August of 2011 to develop a project charter and dis('uss nlcility location and constru(~tion options. · Continue efforts to address the ALS/BLS delivery system studies in conjunction with the Board of County Commissioners and the Blue Ribbon Task Force recommendations. The Blue Ribbon Task Fon~e has completed its presentations and wOl'k- session with the Board of County Commissioners. A draft public safety committee ordinance is currently under review with stakeholders. · Evaluate cost-benefit of contracting with local hospital systems for inter-facility transports. Cost benefit and operational analysis concluded that County EMS should maintain primary responsibility for Pre-Hospital Emergency Medical Services and private hospitals should retain primary responsibility for patient transports between their' facilities. . Prepare ambulance fee update study. The Bmnd of County Commissioners did not endor'se any rate increase studies. Staff will continue to monitor' rate fees around the state and review with its billing consultant as needed. Below Meets Exceeds Standard Standard Standard I 2 3 I Rating 1.5 E. Asset Management - Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County infrastructure and assets. · Implcmentation of an Asset Managemcnt system was initiatcd by Public Utilities. The initial needs assessment for the project was completed resulting in the specifications for engaging a consultant to develop an implt~mentation plan. This engagt~ment will result in the specifications for a system design and is intended to be scalable and adaptable throughout the organization. A recommcndation is forthcoming to thc BCC in September, 20 It. RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 r Rating 1.66 F. Business Process and Performance Improvements. . Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly reporting approach to improve visibility of existing and improved internal controls. XCEL is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of internal controls. This effort is on-going. · Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. In FY 11, staff has undertaken three Kaizcn style process improvement or similar initiatiHs, plus the rollout of the strategic planning and pt~rformance measures process impmvements. In addition, began a project to implement e1ectmnic plan submittal and review, a significant process impmvement for the agency; and have stal1ed an in-depth process and system analysis of the capital pro.iect processes of the agency. Finally, to maintain currency on best practices, Collier initiated a local government pmcess improvement consortium which has held three qual'tedy meetings and is focused on exchange of methods for improving government operations. RESUL TS: Below Meets Exceeds Standard Standard Standard I 2 3 r Rating 2 G. Energy Management & Conservation - continue efforts to reduce energy consumption and promote a sustainable environment. · Continue aggressive management and execution of the Energy Efficiency Conservation Block Grant (EECBG) program. Collie," County has bt'en aggressively implementing this cross-divisional fedeml grant and has obligated all funds for pro,jects that include lighting retrofits, solar panels on utility carts, mechanical improvements, improvements to traffic flow, t~nt~rgy effidtmt technology training for building reviewers and inspectors and a multi-faceted planning effort aimed at reducing vehicle miles traveled. The Department of Energy perfonlled two on-site monitoring visits and all comnltmts fet~eivt~d to datt~ indicate that Collier County is managing an exemplary pro.iect. · Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county property owners to make energy efficiency and wind resistance improvements to their homes with loans repaid as special non-ad valorem assessments of their property tax bill. The BCC authorized staff to release a Request for Information (RFI) for models and services to administer a PACE program. The RFI yielded two potential providers and will be evaluated by the task force in September for a ,'ecommendation and update to the BCC in Octobcr or Novcmber 2011. Staff continut~s to monitor pfogn~ss at the federal lt~vcl and rectmtly introduced legislation that would allow statc programs to proceed. · Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Staff continues to believe this is a viable option, however, the initial t~apital investment is significant and implementation slow as it requires costly conversions Of ,'eplacing rolling stock. Most funding oppo,.tunities require cost sharing, the sources of which have not been identified. Staff continues to explore partnership opportunities that might offset the initial capital outlay. RESUL TS: Below Meets Exceeds Standard Standard Standard ) 2 3 I Ratin1!: 2 H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. · Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include, enforcement of abandoned properties and implementation of the BCC-approved foreclosure initiatives. Provided monthly updates on Code Enforcement website for foreclosure resources and participated in scheduled Foreclosure Task Force events for community members. · Promote the purchase, renovation and resale of abandoned and foreclosed properties to qualified buyers. In FY 2011, using Neighborhood Stabilizat.ion Program (NSP) funding, a total of fifteen (15) foreclosed properties have bl'en acquired. Renovation has been completed on sixteen (16) previously purchased NSP propcrties, and renovation is ongoing at six (6) properties. In FY 2011, a total of tcn (10) homes have been resold to qualified buyers. RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 I Ratinl! 2 I. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared 'Economic Emergency'. · Attain Return on Investment from advertising and promotion at an average of $17 for each $1 spent. Thc Rcturn on Investment for cach dollar invested in destination advc"tising and marketing as compared to visito,' spending resulting from that investment is calculated at $19.50 for Qua,'ters 1, 2 and 3 of }<'Y 11. This is down $1.15 from FY 10 due to the slow economic n~covery resulting in low hotel rates and reduced consumer spending. · Grow year-round hotel occupancy levels to 72%. Hotel Occupancy as calculated through June of 2011 stands at 72.2% up 4.4%1 over thl~ SlU11l~ period in 2010. The slower .JlIly-Septembt~" period will bring the fiscal year average down, but we are predicting we will end the tlscal year at 64(Yo, up 1.3% over 2010. · Develop a plan to increase the athletic/sporting event market in the County. The number of visitors and participants attending amateur sports l~vents in our community continues to grow with hotel "oom nights at 6,185 through June as compared to 4,218 for all ofFY 10. · Coordinate stakeholder input regarding potential reallocation of TDC revenues and present findings to BCC in a workshop by end of November 2011. A new TDC sub-committee held their first meeting on Apl'il 1, 2011 and those meetings continued through August with public input. We plan to review the recommendations with various {'ommunity stakeholder groups and plan to report to the BCe by November, 2011 on the committee's recommendations, RESULTS: I Below I Meets I Exceeds Standard Standard Standard t 2 3 I Ratilll! 1.5 J. Business and Economic Development · Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. In August 2010, the Manager co-hosted a series of six "economic climate" workshops with 90 of Collier County's business leaders to solicit ideas f(H" improving the local economy. I have also worked collaboratively with the Chamber and Hodges lIniver"sity to gather information from comparable 10t~al govt'rnments about the stnlt~tUrt~ and function of economic development programs. That effort is continuing into a more detailed second phase of data collection and analysis. This effor't is scheduled I' Of' completion b)' the end of201 1. In March 20U, the BCC authorized the staff and the EDC to conduct a series of public workshops to solicit input and develop a new plan for promoting economic and business development in the County, The results of that work will be the subject of a workshop on Septem bel' 23, 2011. . Develop a plan to improve the competitiveness of the County's economic incentive programs. Researcb into alternative incentive pr"ogram information is on-going. Final plan recommendations will be contingent on BCC directions coming out of the Septemht'r workshop, . Develop a modified Fast Track Permitting process. Fast Track modifications are expected to go before tbe BCC for c()nsidt~ration in earl); 2012. · Work with the EDC to explore opportunities to improve the results and accountability of the public /private partnership. Options to tbe t~urrent structun~ and functions of tbe public/privatt~ partnership with the goal of improving Collier's com petitiveness, results and accountability will be ~l primary discussion point at the September 23, 2011 BCC workshop. RESULTS: Below Meets Exceeds Standard Standard Standard I 2 3 r Rating 2 Commissioner's Comments: Mr. Ochs is a very pleasant and courteous e:entleman. Commissioners Sue:e:estions for Improvement: Mr. Ochs reliance on the direction of certain commissioners is resultine: in performance below the potential I believe he has. This evaluation is not intended as a reflection of staff's performance. It is intended to be a reflection of the manae:ement of staff.